Affiliation or situation: what drives strategic decision-making in crisis response?: An article from: Journal of Managerial Issues
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ISBN / ASINB002E2ZD7W
ISBN-13978B002E2ZD77
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This digital document is an article from Journal of Managerial Issues, published by Pittsburg State University - Department of Economics on June 22, 2009. The length of the article is 6608 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available immediately after purchase. You can view it with any web browser.
From the author: Inter-organizational teams are an increasingly common organizational form for responding to crisis situations. The effectiveness of these forms is dependent on the composition and experience of the team, their interpretation of the situation at hand, and their ability to formulate a timely response. However, competing demands from the team member's organizational affiliation and the specific needs of the crisis both influence response decision-making priorities and choices. Despite the timely importance of effective strategic decision making for crisis response, this area of research remains underexplored in the management literature. To examine how some of the extant literature on strategic decision making may improve crisis response effectiveness, this study examines the behavior of government officials responding to a simulated terrorism event. Consistent with an uncertainty avoidance hypothesis, our results suggest that organizational affiliation drives responses, but that these effects decrease over time. We discuss implications, limitations, and contributions of our findings for future research on and the practice of strategic decision making in these contexts.
Citation Details
Title: Affiliation or situation: what drives strategic decision-making in crisis response?
Author: Paul Drnevich
Publication:Journal of Managerial Issues (Magazine/Journal)
Date: June 22, 2009
Publisher: Pittsburg State University - Department of Economics
Volume: 21 Issue: 2 Page: 216(17)
Distributed by Gale, a part of Cengage Learning
From the author: Inter-organizational teams are an increasingly common organizational form for responding to crisis situations. The effectiveness of these forms is dependent on the composition and experience of the team, their interpretation of the situation at hand, and their ability to formulate a timely response. However, competing demands from the team member's organizational affiliation and the specific needs of the crisis both influence response decision-making priorities and choices. Despite the timely importance of effective strategic decision making for crisis response, this area of research remains underexplored in the management literature. To examine how some of the extant literature on strategic decision making may improve crisis response effectiveness, this study examines the behavior of government officials responding to a simulated terrorism event. Consistent with an uncertainty avoidance hypothesis, our results suggest that organizational affiliation drives responses, but that these effects decrease over time. We discuss implications, limitations, and contributions of our findings for future research on and the practice of strategic decision making in these contexts.
Citation Details
Title: Affiliation or situation: what drives strategic decision-making in crisis response?
Author: Paul Drnevich
Publication:Journal of Managerial Issues (Magazine/Journal)
Date: June 22, 2009
Publisher: Pittsburg State University - Department of Economics
Volume: 21 Issue: 2 Page: 216(17)
Distributed by Gale, a part of Cengage Learning
