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Leveraging culture and leadership in crisis management
Abstract
Purpose
The purpose of this paper is to explore the relationship of organizational culture, leadership and crisis management through exploration of these three constructs with respect to crisis management.
Design/methodology/approach
In this paper, a conceptual framework has been proposed that is based on the literature findings of organizational culture, leadership and crisis management. Two types of cultural elements are used; internal versus external focus and low versus high flexibility. Organizational crisis management process is explained through the five-stage life cycle, including signal detection, prevention, damage containment, recovery and learning. Four types of leadership are included; directive, transactional, cognitive and transformational that are critical during crisis management. Five research propositions have been proposed for each stage of crisis management.
Findings
Five research propositions have been proposed based on the stages of crisis management.
Research limitations/implications
The conceptual framework needs to be tested for validity. More research is needed on how changing demographics and technology affect these constructs. Organizations need to develop through reflective practices that focus on leadership competencies and crisis-prone culture to tackle any crisis event.
Practical implications
Organizations need to develop leadership competencies and crisis-prone culture. Organizations needs to be reflective on their practices.
Originality/value
The proposed conceptual framework is an expanded version of the crisis response leadership matrix (CRLM) model of Bowers et al. (2017). In this paper, an unique concept is presented by aligning leadership, culture and crisis management with respect to each stage of crisis management and types of crisis.
... Risk, crisis, and disaster management (RCDM) strategies are designed to detect, prepare for, mitigate, and control risks and crises (Bhaduri, 2019). In the context of COVID-19, these strategies involved detecting potential outbreaks, implementing preventive measures to limit the virus's spread, and taking responsive actions when cases were detected within the aviation industry. ...
... Crisis, risk and disaster management are the act of control and condition of activities to detect, prepare against risk, mitigate, minimise, respond and control crisis, risks and disaster (Bhaduri, 2019). In the case of COVID-19 therefore risk, crisis and disaster management are the measures taken to identify suspected cases, preparations made to avoid the spread of the diseases and the control of the disease if it eventually occurs. ...
... In the case of COVID-19 therefore risk, crisis and disaster management are the measures taken to identify suspected cases, preparations made to avoid the spread of the diseases and the control of the disease if it eventually occurs. Overall, the risk, crisis and disaster management strategies include detection, preparedness, mitigation, response, and recovery, including learning (Alkhawlani et al., 2016;Bhaduri, 2019) Previous studies considered risk and disaster management for different segments of the universe. For instance, there were works on smart city as a panacea to urban risks, crises and disasters. ...
... Organizations are influenced heavily by their culture, which in turn is highly influenced by leaders (Vito, 2020), as leaders are essential to the development of organizational culture (Khan et al., 2021). Moreover, a strong organizational culture and leaders' individual resilience is essential to maintaining organizational resilience during challenging times, as evidenced by leaders recognizing the need for change (Barasa et al., 2018;Bhaduri, 2019;Gover & Duxbury, 2018;Kim, 2021;Suryaningtyas et al., 2019). The Competing Values Framework (CVF) of organizational culture (O'Connor & Netting, 2009), is considered a comprehensive assessment of organizational culture and performance (Vito, 2020), and was incorporated into the current leadership training program. ...
... Similarly, organizations with supportive leadership and resources are well-situated for navigating crises (Zeb et al., 2020). Participants' confidence in their organizational culture varied, which is an area of potential concern since a strong organizational culture and capacity is integral in fostering resilience, a key component for navigating turbulent times (Austin & Claassen, 2008;Barasa et al., 2018;Bhaduri, 2019;Gover & Duxbury, 2018;Kim, 2021;Suryaningtyas et al., 2019). Most participants indicated the staff's capacity to manage future crises as an opportunity for professional growth, suggesting that staff development to enhance knowledge/skills may be a wise investment (Austin & Claassen, 2008). ...
... Offering this training, and follow-up leadership training sessions, to a variety of settings (e.g., nonprofit, child welfare), onboarding and internal leadership development may support specific organizational cultural contexts and further enable resilient leaders. Also, extending this research to a wider organizational reach, such as staff and client impacts, to explore whether unique leadership competencies or skills are needed for future crises responses would be valuable (Barr, 2020;Bhaduri, 2019). ...
... Finally, risk management and crisis management are ultimately related to decisionmaking and leadership (Bhaduri, 2019). Considering the overall risk culture and the situational changes, decisions made while facing the different phases of a crisis can be viewed as the outcome of applying the risk framework. ...
... By comparing the two situations, results could be beneficial for companies and governmental bodies to fill the gap by enhancing preventive and detective controls, respectively (McAleer, 2020). In a pandemic-like context, the development of preventive measures could be bound to the risk culture (Bhaduri, 2019). Basic hygiene rules were promoted repetitively during the COVID-19 pandemic, even in developed countries where sanitary conditions are expected to be at a high standard. ...
... Risk management ultimately supports decision-making. Effective preparedness and execution of recovery activities would highly vary depending on the leadership style of the executives (Bhaduri, 2019;Gowing & Langdon, 2018;Smits & Ally, 2003;Wodak, 2021). ...
Abstract
Purpose – The purpose of this study is to provide a different approach to risk management failures and weaknesses that companies or states can suffer while facing a global crisis through the review of recent publications on the novel coronavirus pandemics and cyber threats.
Design/methodology/approach – This research was conducted as an integrative literature review of publications related to recent significant global events. A critique of the selected articles was performed, and the risk management conceptual framework drove the analysis.
Findings – While focusing intensively on threat identification and reactive controls, the literature weakens on recovery activities and exiting from a crisis. Preventive and detective measures are unbalanced depending on the nature of the event. Risk Communication and leadership style determine the adherence to highly restrictive decisions. Facing modern crises paves the way for cumulative systemic scenarios.
Practical implications – The study’s practical implications are the lessons learnt from the recent global crises. Understanding the weaknesses and deficiencies of recent crises should lead to improvements in sound preparedness and effective execution of disaster recovery plans for emerging or future global events for practitioners and decision-makers. It opens the opportunity for researchers to dig into under-explored fields in risk and crisis management.
The scope of the research is limited to pandemics and cyber threat events. The approach would apply to other categories of global crises. The literature review could also be extended, given the intense publications on pandemics and cyber threats in the last five years. A similar analysis should also be conducted at the company level.
Originality/value – The study’s originality resides in a parallel review of two current global crises for determining the overall risk management and crisis management practical limitations; the paper calls for research to address weak coverage and deficiencies in the
operational execution of crucial risk management steps.
Keywords: crisis management, cyber threat, integrative literature review, operational resilience, risk management
... Therefore, the emphasis within the tourism industry and destination management organizations should be on fostering resilience through comprehensive risk assessments, considering potential threats like natural disasters, political instability, health pandemics, and terrorist activities. While organizational culture and structure play a pivotal role in building reliability, it is noteworthy that these factors simultaneously elevate the likelihood of organizational crises, as noted by Bhaduri (2019). ...
... The global impact of the Covid-19 pandemic has particularly devastated the tourism and hospitality sector. The post-crisis phase encompasses activities such as recovery, evaluation, and the eventual return to normalcy (Bhaduri, 2019). ...
... The learning stage of crisis management involves all members of the organization adopting an open-minded approach, and reflecting on organizational actions and strategies. It is imperative for organizations to perceive a crisis as an opportunity for learning rather than solely as a threat (Bhaduri, 2019). ...
Tourism, being a diverse and multifaceted industry, is inherently vulnerable to a myriad of crises, ranging from pandemics to terrorist attacks, capable of significantly impacting both its operations and reputation. The imperative nature of effective crisis management in the tourism sector cannot be overstated, as it serves as a linchpin for the sustainability and resilience of businesses and destinations within this industry. This academic article aims to provide a nuanced understanding of crisis management within the specific context of the tourism industry. The exploration will illuminate the intricate facets of various strategies employed by organizations in this sector during the pre-crisis, during-crisis, and post-crisis phases. Through this comprehensive examination, the article seeks to contribute to a deeper comprehension of how tourism entities navigate the complexities of crisis management to ensure the sustained success and adaptability of their operations.
... The existing literature on crisis management describes the factors behind an organizational crisis as "characterized by surprise" and implies that they can "hold value for the organization, both in a positive and a negative sense" (Bechler, 1995). Several authors have tried to categorize these factors to help the organization "minimize the negative impacts of crisis or by leveraging the crisis situation to its advantage" (Bhaduri, 2019). Organizational culture and human factors are often considered as among the most influential ones, and the literature claims that effective leadership, coordinated teams and motivated employees can have a great effect on averting and controlling crisis (Bhaduri, 2019;Denis et al., 2001;Sun, 2008;Wang & Belardo, 2005). ...
... Several authors have tried to categorize these factors to help the organization "minimize the negative impacts of crisis or by leveraging the crisis situation to its advantage" (Bhaduri, 2019). Organizational culture and human factors are often considered as among the most influential ones, and the literature claims that effective leadership, coordinated teams and motivated employees can have a great effect on averting and controlling crisis (Bhaduri, 2019;Denis et al., 2001;Sun, 2008;Wang & Belardo, 2005). ...
... The relevance of leadership competencies during a crisis has been highlighted by several authors (Bhaduri, 2019;Denis et al., 2001;Sun, 2008;Wang & Belardo, 2005). Both Dutton & Jackson (1987) and Wooten & James (2004) argued that "the effective management of an organizational crisis is dependent on leadership behaviour that encourages members to actively engage in knowledge acquisition and the formulation of strategies to resolve the crisis" and that "when these competencies are enacted, the likelihood that the firm will be resilient following the crisis is greatly enhanced". ...
... Disruptions can create opportunities for those who are willing to innovate and seize them. Leadership is essential for fostering an innovative culture within an organization (Bhaduri, 2019). ...
... Overcoming disruptions in transportation networks and maintaining smooth distribution channels was crucial in meeting the increased demand for essential healthcare products. 4. Remote work and collaboration: the global lockdown measures forced many employees to work remotely. ...
Purpose: The article aims to identify leadership challenges within the consumer goods market during the exceptional circumstances of COVID-19 and focus on the experiences of Philips company management. Design/methodology/approach: The methods used in the research are participant observation, managerial point of view, and the descriptive/illustrative and retrospective case study, which offered an understanding of how leadership functions in response to disruptive conditions. Findings: The analysed company faced supply chain disruptions, manufacturing adjustments, operational logistics issues, and demand fluctuations. There were implemented safety protocols, adjusted people management practices for remote work, prioritised health and safety, and focused on the mental well-being of employees. Philips continued to optimise the supply chain, enhance e-commerce capabilities, implement AI, and focus on sustainability and refurbishment. Research limitations/implications: The findings are based on a case study, limiting the generalizability of results to other companies, even in the consumer goods market. The participant observation method introduces subjectivity, as the Author actively participated in managerial activities at Philips. Future research should explore leadership challenges across various industries, enabling a broader understanding of how different sectors navigated disruptions. Practical implications: Leaders should prioritise building agile and resilient organisations. The ability to adapt quickly to unexpected challenges. This involves developing contingency plans, flexible work arrangements, and supply chain strategies that can withstand disruptions. Companies should prioritize the well-being of their employees. This involves implementing measures such as mental health support, flexible work arrangements, and clear communication about safety guidelines. Investing in employee training and development, especially digital skills, for adapting to the evolving work landscape. Originality/value: A comprehensive overview of the challenges businesses face before, during, and after the COVID-19 pandemic and offering insights into the leadership employed by Philips in navigating disruptions. Highlighting industry-specific challenges and the importance of market leadership. 634 O. Witczak, M. Molin
... In addition to the potential contribution of these two capabilities, we also consider the complementary effect of strategic flexibility (SF) which reflects a firm's ability to recalibrate its strategy and precipitate rapid organizational changes on short notice (Brozovic, 2018). BMI literature posits that, in synergy with other organizational capabilities, SF has the potential to enact the potential contribution of antecedent BMI factors by helping SMEs develop alternative options and remain committed to making the necessary changes in the context of a crisis (Bhaduri, 2019;Rahman et al., 2022;Ratten, 2021). We posit that SF is an important prerequisite for companies to fully benefit from adaptive marketing capabilities, particularly in the face of chaotic market changes (Day, 2011). ...
... One way firms can overcome this threat-rigidity syndrome (Staw et al., 1981) is to nurture their SF. This defines the firm's ability to respond in an appropriate and timely manner to unexpected and unfamiliar threats that cannot be addressed by routine responses (Brozovic, 2018), and helps small organizations capitalize on their entrepreneurial mindset and remain committed to making the necessary changes in severely adverse conditions (Bhaduri, 2019). ...
Purpose
This research aims to investigate, in the context of a crisis, how adaptive marketing and open marketing capabilities directly contribute to enhance SMEs' business model innovation taking into consideration the mediating role of strategic flexibility.
Design/methodology/approach
Based on a sample of 120 small firms, our theoretical model is tested through a cross-sectional study. PLS-SEM is applied as the analytical technique.
Findings
The results show that open marketing capabilities are positively related to business model innovation and that this relationship is partially mediated by strategic flexibility. Furthermore, adaptive market experimentation capabilities enhance business model innovation only when fully mediated by strategic flexibility.
Research limitations/implications
Extending existing explorative research, our research illuminates how adaptive market experimentation and open marketing capabilities, in conjunction with strategic flexibility, can help SMEs to better adapt existing business models during a time of crisis. Our findings underline the potential contribution of planned test-driven activities, trial-and-error processes, data-based decisional processes and benchmarking activities. We also document how stronger networking capabilities and organizational openness strengthen the firm's ability to access the required additional resources and insights they need. These contributions remain however conditioned by the use of a convenient sampling design as well as the cross-sectional nature of the data.
Practical implications
Our findings underline the importance of empowering SMEs to nurture more effective experimental approaches in the long run, along with a more formalized open marketing posture. Our study also highlights the need for SMEs to improve their awareness of the risk of inertia and the benefits of nurturing their overall flexibility so they can adapt in an adequate and timely manner.
Originality/value
The findings of this study build on the perspective of adaptive marketing capabilities and add to the business model innovation literature in two ways. First, our study provides new insights into the cumulative and concrete consequences of market experimentation and open marketing capabilities on small firms' business model dynamics in the context of a crisis. Second, our findings illuminate the crucial role of strategic flexibility which, partly or entirely, contributes to the full realization of the potential of the marketing capabilities at hand.
... They also discovered that they impose a variety of difficulties and challenges, which may result in crises with varying sources, levels, and intensity of impact, endangering their survival and continuity. This could inspire businesses to tailor their crisis management (CM) techniques to the changing workplace (Bhaduri, 2019). Every company in the third millennium has endured disasters. ...
... Despite the dispute, the crisis literature characterizes crises using specific conditions. Crisis management has many facets, including a three-stage procedure (Bhaduri, 2019). Pre-crisis measures include signal detection, prevention, and crisis preparation. ...
In Jordan, the Energy Security Sector has been a major contributor to recent economic growth. Due to that vital agenda, a new strategic planning methodology, such as strategic foresight, is expected to play an important role in resolving crises induced by Jordan's high demand and energy resource scarcity. However, there are few studies that investigate how strategic foresight influences crisis management. So, the goal of this study is to evaluate the impact of strategic foresight, as defined by (technology intelligence, competitive intelligence, political environment foresight, and consumer foresight), influences on crisis management in Jordan's energy security sector. A total of 200 questionnaires were delivered to respondents chosen from a population list of 1622 managers working in energy-related enterprises throughout Jordan. The data was analyzed using SEM with SMART-PLS 4. The measurement model was used to test the validity and reliability of the theoretical model, and the path coefficient in the structural equation model was used to evaluate the study hypotheses. As a result, this study supports the significant impact of technology intelligence, political environment foresight, and consumer foresight on crisis management. On the contrary, competitive intelligence had no impact on crisis management in Jordan.
... Learning can be incorporated at each stage of the crisis, and specifically, the organizational learning would be more applicable during the pre, trans and post phases of crisis management (Herbane, 2014;Smith, 1990;Wang, 2008). Along these, the organizational management plays a key role as the organizations' leaders in fostering a culture of learning (Bhaduri, 2019). Therefore, applying organizational learning to crisis learning may improve the knowledge of employees posted across different levels of the organization, as this is likely to result in a more effective response during a crisis within an organization. ...
... Xie et al. (2020) further identified individual and organizational level learning as crucial factors in SME development and success. Organizational learning may create knowledge that is effective for crisis management, and such knowledge could be used to implement best practices (Elliott & Macpherson, 2010) within the SMEs so they can respond to a crisis more effectively (Bhaduri, 2019). Arguably, scholars have claimed that SMEs have not been completely included in the learning process when it comes to knowledge transfer and large organizations integration, both of which are crucial steps in the organizational learning process (Toubes et al., 2021). ...
The survival of Small and Medium Enterprises (SMEs) is a critical necessity due to their economic and social contributions. Organizational crises, on the other hand, pose a threat to the viability of SMEs. Thus, DRM has become increasingly important in the organizational management of SMEs. As a strategic approach to DRR in organizational context, SMEs need to practice crisis management, particularly need to learn from crises. However, the high crisis vulnerability of SMEs indicates ineffective crisis management on their part, mainly due to failure to learn from crises. Using a social constructivist approach, this phenomenological study attempts to identify the various barriers that hinder the crisis learning of SMEs. An in-depth investigation was conducted with 19 selected tourism SMEs located in the Southern Province of Sri Lanka. The results revealed the existence of several crisis learning barriers classified using IPA, namely personal, organizational, and industry level barriers. Among them, the organizational level barriers brought attention to the lack of internal resource integration for crisis management in tourism SMEs. These findings could assist SMEs and stakeholders to identify the corrective measures required to eliminate such learning barriers. They may also help policymakers and supporting organizations in launching their services.
... equally, while showing positive and negative correlations in different contexts, transactional leadership has been associated with organizational agility during crises. Bhaduri (2019) emphasizes that transactional leadership is critical during crisis management, suggesting that this style facilitates effective coordination and task accomplishment within the organization. however, crayne and Medeiros (2021) identified an insignificant small negative relationship between the transactional leadership style and employees' commitment. ...
... in contrast to transformational and transactional styles, the laissez-faire leadership style has consistently shown negative correlations with job satisfaction and insignificant small positive relationships with employees' commitment (crayne & Medeiros, 2021;Klein & todesco, 2021). Furthermore, Bhaduri (2019) indicates that laissez-faire leadership has no relation to organizational agility during crises. these findings underscore the detrimental impact of laissez-faire leadership on organizational behavior and crisis management, highlighting the need for further exploration of alternative leadership approaches in crises. ...
This study examines the impact of different leadership styles on technostress within public organizations in Cambodia amidst the challenges of the COVID-19 pandemic. Utilizing Partial Least Squares Structural Equation Modeling (PLS-SEM), data were collected from 351 employees working in various public organizations across Cambodia. The study specifically investigates the relationships between three leadership styles—transformational, transactional, and laissez-faire—and the level of technostress experienced by employees. The findings reveal a statistically significant and positive relationship between transformational leadership and a reduction in technostress, suggesting that transformational leadership qualities such as inspiration, motivation, and individualized consideration effectively mitigate the adverse effects of technostress. Conversely, transactional and laissez-faire leadership styles are positively associated with increased levels of technostress, indicating that these styles may exacerbate the stress employees experience in response to technological changes and challenges. The study contributes to the existing literature by providing empirical evidence on the impact of leadership styles on technostress in a unique cultural and organizational context. It offers valuable insights for policymakers, organizational leaders, and practitioners in understanding the role of leadership in managing technostress, especially during times of crisis and rapid technological change. The study also highlights the importance of leadership development programs in public sector organizations that emphasize leadership styles that help reduce technostress. The findings emphasize the need for a balanced approach to leadership that considers both the demands of technological adaptation and the well-being of employees.
... Disruptions can create opportunities for those who are willing to innovate and seize them. Leadership is essential for fostering an innovative culture within an organization (Bhaduri, 2019). ...
... Overcoming disruptions in transportation networks and maintaining smooth distribution channels was crucial in meeting the increased demand for essential healthcare products. 4. Remote work and collaboration: the global lockdown measures forced many employees to work remotely. ...
... Good leadership skills are essential to successfully creating a brand culture (Bhaduri, 2019;Figurska & Matuska, 2013). As a result, to promote brand culture, a common knowledge of the brand's values must be established in the minds and hearts of employees. ...
This research paper delves into the pivotal role of leadership in shaping the dynamics of branding within State-owned commercial enterprises of Pakistan (SOEs). The study focuses on the interplay of leadership with key branding elements, including brand identity, culture, and equity. Interviews were conducted as the primary methodology, and the sample comprised brand managers of state-owned commercial enterprises involved in delivering services to the public. The findings shed light on the significant influence of leadership in translating vision and commitment into employee motivation, thereby fostering brand behavior. This process, in turn, contributes to developing a distinctive brand culture and identity. The research highlights how this positive brand identity, rooted in leadership-driven strategies, enhances brand equity. These insights offer valuable guidance for public organizations seeking to fortify their brand presence in an increasingly competitive service sector.
... One of the most significant sources of organizational culture is the personality of the dominant leader, who is developed from the existing human resources and plays a crucial role in crisis situations (Bhaduri, 2019). This source of organizational culture represents a process in which the leader imposes their own assumptions, values, and beliefs onto the employees within the company, thereby embedding them into the content of the organizational culture. ...
The development of future leaders is a critical issue for modern organizations facing increasing challenges and rapid changes in the business environment. Leadership skills are multifaceted, as leaders are a blend of numerous professional activities and competencies that, through innovation, open the door to the future. Therefore, the foundations of leadership are directly linked to the tools and skills managers must possess to navigate the dynamics of global business practices. For organizations aspiring to remain competitive in a dynamic environment, the development of future leaders is crucial. Human Resources (HR) play a significant role in identifying, developing, and empowering innovative leaders who not only keep pace with change but also shape it. The essence of developing HR towards the future lies primarily in creativity based on knowledge, the development of human capital, and a corporate culture with a multidimensional aspect. HR is a multidisciplinary organizational function that draws on theories and ideas from various fields such as management, psychology, sociology, and economics. There is no single best way to manage human resources, nor has any manager formulated an effective approach to HR management, as people are complex beings with complex needs. Effective HR management largely depends on the causes and conditions provided by the organizational environment. Therefore, this research addresses how HR can promote leadership development through strategies that support innovation in leadership, leadership team diversity and skills, transparency, principles of decentralized leadership, and emotional intelligence. Special emphasis is placed on innovative approaches that enable leaders to develop critical thinking, agility, and the ability to solve complex problems in changing situations. The paper also analyzes the methods organizations can use to cultivate a culture of innovative leadership and the challenges faced by HR teams in these processes. A key objective of this research is to analyze contemporary practices and provide insights into the critical elements necessary for building innovative leadership within organizations to meet future challenges.
... Leaders play a vital role during a crisis, including maintaining effective communication, building, enhancing productivity or protecting brand value. 22,23 They need to create and sustain the organisation's credibility and trust among all crisis stakeholders, maintain business continuity and protect and sustain the organisation's reputation, brand and value in the marketplace. ...
This paper examines whether specific leadership competencies are relevant in a cyber crisis and what it takes to manage one effectively. Our increasing dependence on technology exposes us to risks and makes us more vulnerable to digital crises. Cyberattacks are more common and can affect even well-prepared companies. Leadership during a crisis can influence an organisation’s success or failure, no matter how primed and savvy its people are. The author compares crisis management to crisis leadership and emphasises the shift in crisis management responsibility from an operational response to prevention and the ability to steer through uncertainty. This change requires crisis-specific leadership skills and a broader recognition of organisational risk. The author highlights research by Wooten and James,1 which notes leadership competencies applicable to different phases of a crisis. Not all leaders can demonstrate all these attributes in every crisis and are often ill prepared when a crisis hits; however, leaders can learn, develop and practise the competencies needed to survive and triumph over a crisis. Tools that can help develop these skills include stakeholder mapping and a protocol that evaluates and trains leaders in hard (knowledge-based) and soft (behaviour-based) skills. The author refers to the Salviotti et al.2 (2023) study, which analysed the Norsk Hydro ransomware case, noting that leadership competencies identified in traditional crisis management also apply in a cyber crisis. Given the certainty of a cyber threat, the author recommends a stronger emphasis on developing crisis leadership competencies. Training should complement other activities and programmes to prepare employees to handle crises adeptly.
... First of all, a leader, especially a village head or local Leader at the village level, is responsible for setting a good example. By demonstrating compliance with tax obligations and active involvement in the payment process, leaders can be an example for their citizens (Bhaduri, 2019;Huertas-Valdivia et al., 2019). Concrete steps such as paying taxes on time and openly sharing information regarding personal tax obligations can motivate people to follow in the footsteps of their leaders. ...
Phenomenon/Issue: Local government and village head leadership play an important role in increasing public awareness of paying taxes, but work effectiveness as a mediating variable has not been widely explored. Purpose: This research aims to analyze the influence of government policy and village head leadership on public awareness of paying taxes, with work effectiveness as a mediating variable. Novelty: This research adds work effectiveness variables as mediators to deepen understanding of how government policy and village head leadership can influence people's awareness of paying taxes. Research Methods: Quantitative research using a survey approach was carried out in Karangrejo Village, Karangrejo District, Magetan Regency. Data was collected through questionnaires filled out by respondents who were residents of Karangrejo Village. Results: The results of the study show that government policy and village head leadership have a significant effect on people's awareness of paying taxes. Work effectiveness was found as a mediating variable that strengthens this influence. Research Contributions: This research provides insight into the importance of transparent government policies and responsive village head leadership to increase work effectiveness and public awareness in paying taxes, which will ultimately have a positive impact on increasing local tax revenues
... It is more than appropriate when employees are not only doers but also inform management about the surrounding events so that managers can make more informed decisions (Ali et al., 2021), it is important to build internal trust and identification with the organization. In summary, coworkers, as communicators, are important in crisis management (Bhaduri, 2019). However, the question is whether internal communication processes (including bottom-up communication with management) act as barriers or tools to enable active and supportive communication between co-workers (Heide & Simonsson, 2021). ...
The importance of symmetrical communication from below cannot be underestimated, as it can differentiate an organization from its competitors, contribute to its sustainable success, eliminate conflicts, mitigate crisis situations, and promote openness and employee engagement and a positive organizational culture with the support of symmetrical communication. The main objective is to evaluate the relationship between the selected identifying variables on the use of selected forms of symmetric communication for conflict resolution and setting strategic organizational processes. A questionnaire survey of Czech organizations (n1 = 183) was conducted, and the data obtained were evaluated using hierarchical logistic regression to examine the relationship between the application of different forms of grassroots communication, organizational characteristics, selected education, and age management activities along with qualitative research. The influence of the size of the organization and the amount of annual turnover on the use of most of the observed forms of symmetric communication was demonstrated. Communication through an human resources officer is positively correlated with the size of the organization (typically with more than 250 employees).
... The effect of most crises, if not managed properly, can be harmful. There are different types of crises that are caused by internal and external factors (1). Disasters are very vital because they cause mental and physical damage to people and can affect people's work and income; therefore, public awareness and preparedness in dealing with disasters is necessary in order to minimize casualties from disasters (2). ...
... In today's global economic environment, rivalry extends beyond traditional measures of product quality and technological advancement and instead focuses on the dominance of corporate soft power (Ladzani, 2022). The ability of a business to effectively navigate problems and maintain a strong culture becomes crucial in creating value for consumers, reducing risks, and assuring sustainable returns (Bhaduri, 2019). Nevertheless, the emergence of the COVID-19 pandemic in 2019 caused significant disruptions to global dynamics, leading to widespread health problems and economic downturns around the globe (Corral de Zubielqui and Harris, 2024). ...
This research explores the critical influence of corporate culture on small and medium-sized enterprises’ (SMEs) crisis response abilities under varied cross-cultural environments. Amid the disruptive backdrop of the COVID-19 pandemic, SMEs globally have faced unprecedented challenges. This study addresses a gap in the existing literature by conducting a cross-cultural analysis of SMEs in China, Thailand, and Germany to understand how corporate culture affects crisis management. Utilizing a competitive cultural value model, the research categorizes corporate culture into four dimensions: group culture, development culture, hierarchy culture, and rational culture. These cultural dimensions are investigated in relation to their impact on crisis response abilities. Additionally, national cultural dimensions such as individualism and uncertainty avoidance are examined as moderating variables. The findings reveal that group and development cultures positively influence crisis response abilities, enhancing organizational resilience and adaptability. Conversely, hierarchy culture negatively affects crisis management, hindering flexible response strategies. Rational culture supports structured crisis response through goal-oriented practices. National culture significantly moderates these relationships, with individualism and high uncertainty avoidance impacting the effectiveness of organizational cultural dimensions in crisis scenarios. This study offers theoretical advancements by integrating cultural dimensions with crisis response strategies and provides practical implications for SMEs striving to enhance their resilience and adaptability in a globalized business environment.
... When organizations lack certain resources, leaders may not act appropriately despite knowing what needs to be done (McLaughlin, 1987). Indeed, some scholars argue that crisis leaders demonstrate their knowledge of an organization's history, culture, and capacity through their decision making (Bhaduri, 2019). ...
Purpose: Prior research shows wide variation in student learning across contexts during the COVID-19 pandemic, but less is known about why such variation occurred or how particular response approaches may help districts navigate future crises. Research methods: Drawing on crisis leadership and organizational theory, we conducted a multiple case study of pandemic response across five school districts in Michigan that performed better-than-predicted on benchmark assessments during the 2020–21 school year. We interviewed 46 district, school, and teacher leaders across district cases and analyzed data using comparative case study methods. Findings: We find that local leaders relied on existing resources such as staff-student relationships, school-family relationships, and curricula and instructional models to address foundational needs stemming from the pandemic. These resources were part of each district's distinct approach to supporting student learning prior to the pandemic and provided a reliable path forward amidst ongoing uncertainty and disruption. When previous approaches were not aligned to external demands, local leaders leveraged staff expertise, staff collaboration, and school-family relationships to develop new teaching and learning approaches. In-person and hybrid districts adapted to create safe in-person learning environments, while remote and hybrid districts adapted to use technology to engage students in distanced learning and personalized academic support. Implications: Our findings shed light on pandemic response approaches that other districts can adopt in future crises and resources that need to be cultivated and distributed across districts to support crisis response. We contribute new insights on the interplay between leadership and organizational capacity during crisis response.
... Kepemimpinan kolektif mamp menciptakan budaya yang mana para anggota menjadi pemimpin dan pemimpin tersebut tahu kapan harus mengikuti sifat mutualisme dan sinergi serta mampu mendominasi sifat sosial dan individualism. Kepemimpinan kolektif dapat diartikan sebagai usaha memimpin bersama sebagai mitra (Raka, 2019). Kepemimpinan kolektif merupakan kapasitas sekelompok pemimpin untuk memberikan kontribusi dalam pelayanan umum melalui asumsi kepemimpinan bersama dan fleksibel, dengan sesuai apa yang diinginkan dan dibutuhkan (Fonseca et al., 2020). ...
Leadership in a more specific scope becomes a valuable capital in managing the organization. The research method used is a Systematic Literature review. Based on the results of article collection on the classification of sources, themes, and years of publication of articles, 35 articles were obtained that met the article classification. The results show that collective leadership is a collaborative and mutually beneficial leadership process, which allows all elements of an institution to take part in building a certainty that accommodates common goals. Leadership collectivity is the behavior and nature of leaders who involve all staff, to be able to form an organizational culture to be able to work by their respective authorities and duties through a mutually arranged organizational culture, as well as collaborate and be responsible with a collective leadership structure.
... The leadership should be geared more towards making the local communities willing and resilient to accept and face the imminent changes and challenges. It should be a community-led 'Crisis Leadership' model deeply rooted in both the theoretical and practical underpinnings of 'Crisis Leadership' and 'Management' (Bhaduri, 2019;Ibrahim et al., 2003). ...
In India, where resources are limited and unpredictable events are common, the ability to combine crisis leadership with cost-effective innovation is critical to the success of businesses and organizations. Leaders must be able to think creatively and strategically to address challenges while being aware of cost implications. By adopting frugal innovation practices, organizations can develop innovative solutions that are not only affordable but also environmentally sustainable. This approach can help organizations build resilience and competitiveness in the face of crises, ultimately leading to their long-term success.
... It took all four of these disciplines to simply seek out good questions in our qualitative research, let alone understand causes and consequences. 53 This perspective provides insights into the barriers to leadership effectiveness in organizations with conceptual frameworks that align leadership, culture, and crisis management with each stage of crisis management and types of crisis (Bhaduri, 2019b). Also see Rettberg (2016) Third, we need to zoom out to the big sociopolitical picture, and that means engaging with those who live these experiences. ...
How can business leaders navigate through a world of polycrisis? This work blends historical lessons, firsthand accounts, and ethical perspectives on crisis to fill a key gap in our understanding of effective, ethical leadership through settings of crisis, conflict and/or fragility. Pulling from historical events and contemporary research, this Element looks past individual crises and explores a world of overlapping, permanent crises, or “polycrisis.” It contrasts traditional leadership responses with values of community and authenticity, emphasizing the necessity of ethical and servant leadership when conventional business strategies fail. This work offers insights for anyone interested in understanding and navigating the complex
landscape of crisis and strategizes enduring leadership for constant crises.
... It took all four of these disciplines to simply seek out good questions in our qualitative research, let alone understand causes and consequences. 53 This perspective provides insights into the barriers to leadership effectiveness in organizations with conceptual frameworks that align leadership, culture, and crisis management with each stage of crisis management and types of crisis (Bhaduri, 2019b). Also see Rettberg (2016) Third, we need to zoom out to the big sociopolitical picture, and that means engaging with those who live these experiences. ...
... In addition to the competencies and skills required by leaders to navigate crises, research has also focused on the effectiveness of various leadership styles (Alkharabsheh et al., 2014;Bundy and Pfarrer, 2015;Haddon et al., 2015;Ballesteros et al., 2017;Bowers et al., 2017;Stam et al., 2018;Bhaduri, 2019;Stoker et al., 2019). Transformational leadership has been extensively discussed among this research as one effective leadership style to navigate crises (Alkharabsheh et al., 2014;Haddon et al., 2015). ...
Purpose
Although significant research has examined the concept of transformational leadership, few studies have explored the indirect impact of transformational leadership on individual and organizational outcomes within the context of crisis. Accordingly, this study aims to advance our understanding of the indirect impact of transformational leadership on school performance and principals' work alienation within the context of the COVID-19 pandemic. In doing so, this study contributes to this developing stream of literature by hypothesizing the indirect effect of two relational resources, namely employee trust and relational coordination, which mediate the relationship between transformational leadership, school performance and principals' work alienation.
Design/methodology/approach
This study draws on a unique sample of 634 principals from Irish primary schools navigating the COVID-19 crisis. Structural equation modeling (SEM) was performed using Mplus 8.3 to test the hypothesized model.
Findings
Mixed findings emerged concerning the mediating process of relational resources and their impact on transformational leadership, school performance and principals' work-alienation. In particular, support is found for the critical role of principals whose transformational leadership style can help increase school performance. However, evidence suggests that employee trust does not mediate the relationship between transformational leadership and principals' work alienation.
Practical implications
This study provides several practical insights for education professionals, policymakers and HRM practitioners across each phase of the crisis management cycle. Firstly, regarding the pre-crisis stage, educational institutions should invest in targeted leadership development programs that prioritize relationship-building and effective communication among stakeholders. Second, during crises, the study emphasizes the role of relational resources in mediating the impact of leadership on school performance. Moreover, the study illustrates the importance of proactively cultivating strong connections with stakeholders, fostering timely, problem-solving-based communication. Finally, in the post-crisis phase, collaboration with government stakeholders is recommended to inform recovery policies.
Originality/value
This study makes several contributions to the literature on leadership and crisis management. First, this study adds new insights suggesting how principals as leaders influence school performance during crisis. Second, by adopting a relational perspective, this study suggests two types of relational resources (i.e. employee trust and relational coordination), as the mediators between transformational leadership, school performance and principals' work alienation. Third, this study moves the existing research on leadership during crisis forward by focusing on the functional effectiveness of leadership while focusing on the principals' work alienation during the pandemic.
... Crises are often unpredictable and can escalate rapidly, necessitating leaders to be agile and adaptable in their responses (Nazlioglu et al., 2015). A comprehensive understanding of crisis dynamics is crucial as it encompasses various factors, including the initial triggers of the crisis, its ripple effects on stakeholders, and the potential long-term implications (Bhaduri, 2019). Furthermore, leaders must consider the psychological impact of crises on individuals and communities, as well as the economic, social, and operational consequences for the organization (Chakravorty, 2022). ...
This article intends to examine the importance of conveying information in a timely manner, ensuring message clarity, and tailoring communications to suit the specific needs of the target audience. These factors are important to maintain transparency and trust during a crisis. The method used in this research is a literature study method by taking several articles in Scopus indexed journals based on the years 2010-2023, based on fields, and also based on foreign language articles. The analysis used in this research is literature review analysis. Data in the context of a literature review involves the systematic examination and synthesis of existing research findings and data related to a particular topic or research question. In the context of educational research. The results of this research emphasize the importance of leadership qualities such as empathy, adaptability, and clear communication in managing crises effectively. Leaders who demonstrate empathy and actively listen to the concerns and needs of their teams and stakeholders will be better prepared to provide necessary support and guidance during a crisis. They must prioritize clear and timely communications, leveraging multiple channels to reach all stakeholders and address potential misinformation or confusion. Additionally, leaders must be adaptable and open to changing circumstances, continually reassessing their strategy, and making necessary adjustments.
... personal meaning and organisational adaptation (Moser, Seibt & Neuert 2021). Although in the mind of the general public, culture and climate may be considered synonyms, in the organisational context, culture commonly focusses on observable elements such as employee behaviour patterns and behavioural norms and values, whereas climate is concerned with employees' perceptions of their work environment (Bhaduri 2019). Thus, organisational climate can be viewed as a subset of organisational culture. ...
Orientation: Millennials have become the largest age cohort in the modern world of work. Understanding the phenomenological experiences of millennials may be the key to facilitating more ethical organisational cultures.Research purpose: The aim of this article is to explore the lived, working experiences of millennials’ organisational ethics contexts factors as predisposed by ethical leadership in an organisation in the energy sector.Motivation for the study: An extensive body of research exists concerning the statistical relationship between ethical leadership, ethical culture, and workplace ethics climates. However, less explored is qualitative studies regarding millennials’ work experiences of organisational ethics context factors.Research design, approach and method: A qualitative research design was selected. Purposive and convenience sampling were utilised. The sample included eight millennials, and face-to-face interviews were used for data collection. Data were analysed by means of content analysis.Main findings: The findings suggest an ambivalent and paradoxical split in how millennials experience the ethical context factors in the participating organisation.Practical and managerial implications: The study has implications for the type of leadership styles that should be considered when engaging with millennials. Top human resource management could use the results to create a working environment that actively fosters psychological attachment, satisfaction, and boosts employee commitment.Contribution or value added: Expanding and enhancing the comprehension of how ethical leadership contributes to the theory of ethical leadership in the work context.
... Moreover, organizations face operational crises, including supply chain disruptions, workforce strikes, and logistical challenges. These crises can disrupt core business functions and require contingency plans, supply chain diversification, and agile operational strategies to ensure continuity (Bhaduri, 2019). ...
Crisis management and risk mitigation are vital components of organizational resilience and success in today's dynamic and uncertain business landscape. Effectively managing crises and mitigating strategic risks can determine an organization's ability to withstand disruptions, protect its reputation, and maintain stakeholder trust. This study employs a mixed-method approach, combining expert interviews and a comprehensive literature review, to explore these crucial areas thoroughly. By identifying key themes and patterns, the research aims to develop evidence-based strategies that empower decision-makers to proactively address crises and strategically manage risks, fostering stability and sustainability in the face of challenges. The outcomes of this research hold the potential to make significant contributions to the broader fields of crisis management and risk mitigation.
... Leadership is needed in an organization because, with this leadership, the leader can carry out innovations and coordinate organizational functions properly and correctly (Bhaduri, 2019;Ciulla & Ciulla, 2020;Leithwood et al., 2021). A leader is a role model with the duty and obligation to provide personal protection and assistance and manage activities to achieve programmed goals (Eva et al., 2020;Saha et al., 2020;Lu et al., 2022). ...
This research aims to determine and analyze the influence of leadership, motivation, and organizational culture on employee work discipline with organizational commitment as an intervening variable at MAN Tulungagung, East Java, Indonesia. The research method is quantitative with an explanatory research approach with a survey approach. Research data was taken from 79 teachers who were the sample for this research. This research analyzes data using multiple regression analysis. The results of the research show that 1) leadership has a significant effect on organizational commitment; 2) Organizational culture has a significant effect on organizational commitment; 3) Leadership has a significant effect on work discipline; 4) Organizational culture has a significant effect on work discipline; 5) Leadership has an indirect effect on work discipline through organizational commitment, which means there is a mediating influence. So, organizational commitment can mediate between organizational culture and work discipline. Organizational culture has an indirect effect on work discipline through organizational commitment, which means there is no mediating influence. So, organizational commitment cannot be a mediating variable between organizational culture and work discipline.
... Generally, leadership manifests on organizational and team levels, in the interpersonal leadership between team leaders and members and within individual team members ("self-leadership"). Furthermore, in a COVID-induced virtual team, leadership involves crisis management skills, in particular the need to achieve recovery from the current crisis (Bhaduri, 2019). ...
Purpose
We conceptualized the novel phenomenon of COVID-induced virtual teams and its implications and provided researchers with the required information on how to conduct a phenomenon-based study for conceptualizing novel phenomena in relevant ways.
Design/methodology/approach
This article stems from phenomenon-based and, thus, theory-building and grounded qualitative research in the German industrial sector. We conducted 47 problem-centered interviews in two phases (February–July 2021 and February–July 2022) to understand how team members and team leaders experienced COVID-induced virtual teamwork and its subsequent developments.
Findings
Empirically, we found COVID-induced virtual teams to be characterized by a high relevance of shaping positive team dynamics via steering internal moderators; crisis is a novel external moderator and transformation becomes the key output factor to be leveraged. Work-from-home leads to specific configuration needs and interrelations between work-from-home and on-site introduce additional dynamics. Methodologically, the phenomenon-based approach is found to be highly suitable for studying the effects of such novel phenomena.
Research limitations/implications
This article is explorative. Thus, we advocate further research on related novel phenomena, such as post-COVID-hybrid and work-from-home teams. A model of how to encourage positive dynamics in post-COVID-hybrid teams is developed and lays the groundwork for further studies on post-COVID teamwork. Concerning methodology, researchers are provided with information on how to conduct phenomenon-based research on novel phenomena, such as the COVID-induced virtual teams that we studied.
Practical implications
Companies receive advice on how to encourage positive dynamics in post-COVID teamwork, e.g. on identifying best practices and resilient individuals.
Social implications
In a country such as Germany that faces labor shortages, our insights might facilitate better labor-market integration for those with care-work obligations and international workers.
Originality/value
We offer a first conceptualization of a relevant novel phenomenon, namely COVID-induced virtual teams. We exemplify the phenomenon-based approach as a suitable methodology that serves to build relevant theory using active categorization.
The research was aimed at identifying innovative strategies and methods aimed at effective management of organizational development in conditions of invisibility. In the process of research were used analytical, statistical and comparative methods. In this article, the key aspects of such management of such an impact on the effectiveness of the functioning of organizations were examined. The results of the research showed that the flexibility of structures is a key aspect of management in conditions of uncertainty, as it allows organizations to react quickly to changes in the environment, adapt to new conditions and make decisions quickly. In addition, it is recognized that strategic risk management is important to ensure the stability of organizations, and innovation management is the key to successful management in conditions of uncertainty. The study examined the role of leadership in stimulating creativity and innovation in solving the problems of invisibility. The importance of the development of culture, which supports creativity and innovation, which is one of the key aspects of management of organizational development in the conditions of invisibility, was highlighted. The significance of cooperation and partnership in the renewal and development of the sports industry, especially in Ukraine, which is vulnerable to the impact of war and pandemic, was examined. The research shows that collaboration between economic sectors and government can accelerate the renewal and development of the sports industry. Consequently, a comprehensive approach to managing organizational development in uncertain conditions was presented, encompassing structural flexibility, strategic risk management, culture, innovation, and stakeholder cooperation.
Purpose
This paper explored the intersection of leadership, crisis and context to understand the social and political dimensions of crisis as a phenomenon.
Design/methodology/approach
This multiple case study of three urban superintendents used crisis and complexity theory literature to inform analysis of superintendent interviews, board observations and social/media content.
Findings
COVID-19 exhibited attributes—crisis origin, breadth and severity, clarity of action and time horizon—that shaped how leaders led and managed. And stakeholder composition, values and motivations shaped how superintendents engaged with actors in their efforts to balance the competing values of safety and choice.
Originality/value
Paracrisis and complexity theory literature offer important insights into crises and crisis leadership. These conceptual perspectives illuminate how stakeholders shape macro- and local-level crisis contexts. Further, they underscore the importance of accurate and timely feedback that informs the social and political dimensions of crisis management.
Background
The onset of the COVID-19 pandemic brought about a stark and devastating impact on global scales, affecting countries and their citizens profoundly. The public’s lack of readiness for such an enigmatic and virulent threat led to widespread alarm, catalyzing a paradigm shift in both public conduct and governmental tactics. In the midst of this urgency, there was a notable lack of studies on the initial panic waves. Our study is designed to investigate the dynamics of public panic during the early stages of the pandemic, including its origins, and the public’s perceptions and behaviors.
Methods
Our research, conducted through a questionnaire survey employing snowball sampling, gathered critical data on the public’s awareness, attitudes, and behaviors related to panic between February 23rd and March 25th, 2020.
Results
The findings indicate a period of exceptionally intense and authentic public panic. This panic was a pervasive sentiment, manifesting in strong endorsements for rigorous epidemic control measures and heightened anxiety over virus-related information and family safety. The rapid spread of panic was also a notable characteristic.
Conclusion
The public panic in response to COVID-19 was modulated by stringent prevention measures, with anxiety levels differing significantly based on occupation and health awareness. Notably, the rise of suspicious and distrustful actions was inextricably linked to an overwhelming sense of fear that gripped the public.
The study aims to determine the dimensions of the adoption intention of digital marketing in handicraft family businesses towards business performance, as well as technological innovation applications in the family business for sustainable development. This study examines the theoretical insights and designs a conceptual framework based on previous studies of handicraft family businesses. In so doing, 290 survey data were collected from handicraft business owners and tourists by using face-to-face interviews through a structured questionnaire with 82.85% valid response rate. Moreover, structural equation modeling (SEM) was used to analyze data and find out the causal relationship among the constructs and hypothesis testing. As per the results of the study, among the 6 hypotheses paths all were supported along wit h 24 relationship path coefficients were noteworthy. The result shows that perceived ease of use, perceived risk, perceived usefulness, social norms, perceived behavioral control, and attitude radically influence to the adoption of digital marketing in han dicraft family businesses. The results of this study will assist the research scholars through theory and theoretical foundation for family business owners in understanding and comprehending the role of digital marketing in sustainable family business performance. Similarly, the legacy of family businesses in handicrafts or small businesses can be maintained and empowered through digital marketing to boost the economy. The study is the foremost one in discovering a sustainable business strategy through the success factors of digital marketing adoption in family businesses.
Micro-food businesses play a vital role in Malaysia’s economy, making it imperative to understand their dynamics concerning food supply and crisis management for business resilience. This paper delves into the critical issue of food security within the context of micro-food businesses in Malaysia, particularly how they grapple with challenges like maintaining food supply chain stability during crises. Through a narrative review, this research explores the four pillars of food security (availability, accessibility, utilization, and stability) while incorporating agency and sustainability considerations. The review also analyzes food security at general, national, and micro-food business levels, encompassing food supply and crisis management strategies. A comprehensive search was conducted on Emerald Insight, Scopus, and Google Scholar, incorporating Google searches for pertinent reports and policy documents. Drawing on existing literature and research in this field, the paper sheds light on the ongoing challenges and issues surrounding food security among micro-food businesses in Malaysia. Besides, it underscores the need for further in-depth investigations to gain a more nuanced and comprehensive understanding of this sector’s intricacies. By highlighting these areas, this study contributes to the ongoing discourse on food security and calls for proactive measures to address the persistent challenges faced by micro-food businesses in Malaysia, ultimately contributing to broader global food stability efforts.
Digital leadership is one of the key factors for successful virtual team collaboration for Industry 4.0 and beyond. This chapter highlights Industry 4.0 conditions, such as volatility, uncertainty, change and ambiguity. It discusses key leadership approaches and identifies those that are the most relevant to virtual team collaboration under Industry 4.0 conditions, and beyond. After having read this chapter, you should know key leadership practices and qualities, and how they relate to successful virtual team collaboration, and you should be able to engage in informed leadership practices yourself, as a proactive virtual team leader and/or member who moves the team forward.
This study examines the impact of Work-Life Balance, Work Environment, and Leadership and Management practices on Employee Well-Being in the Malaysian Army. Utilizing a quantitative approach, the research employed a structured questionnaire with a 5-point Likert scale, gathering responses from 300 military personnel. The analysis revealed significant relationships between these factors and Employee Well-Being, with Work Environment showing the strongest correlation (r = 0.795), followed by Leadership and Management (r = 0.728) and Work-Life Balance (r = 0.671). The study found that Work Environment is the most significant factor of Employee Well-Being, with a beta value of 1.113, t = 2.655, and p = 0.002, indicating a robust positive impact. Based on these findings, the study recommends enhancing work environment conditions, implementing comprehensive work-life balance programs, promoting supportive leadership practices, providing access to mental health resources, and fostering a culture of recognition and support. These recommendations aim to improve the overall well-being of military personnel, contributing to a more effective and resilient workforce. KEYWORDS: work-life balance, work environment, and leadership and management, employee well-being.
Organizational culture is one of the factors that influence the effectiveness of Quality Management System practices in any organization. A weak organizational culture deteriorates the implemented quality management system. Organizational culture describes how an organization operates, makes decisions, manages customers, and manages performance. Therefore, this article aims to analyze organizational culture practices in sustaining Shariah-based Quality Management System MS 1900 at a Zakat collection center in Malaysia. This study employed a qualitative method involving the Pahang Zakat Collection Center (PZCC) located on East Coast of Malaysia as a case study organization. Semi-structured interviews were used as a data collection method and were supported by observation and document review. A total of fifteen informants consisting of top management and officers of the Zakat center were interviewed to obtain data and information related to the topic studied. The thematic analysis method was used with the help of Atlas.ti version 7 to analyze the data collected. The research findings revealed that there are five organizational cultures practices in sustaining the Shariah-based Quality Management System MS 1900 at Pahang Zakat Collection Center (PZCC), namely management commitment, customer focus, performance measurement, partnership with suppliers, and emphasis on excellence. The positive culture found helps to the effective and sustainable implementation of MS 1900. The results of this study prove that work culture facilitates sustainable quality management system implementation and further accelerates organizational competitiveness in a challenging management and economic environment.
This study aims to explore how school leaders applied resilience in order to cope with the Covid-19 pandemic. This qualitative study used semistructured interviews with 26 school leaders. Results yielded three main manners of applying resilience: (a) be proactive, pragmatic, and creative; (b) find meaning and set goals; (c) lead the emotional climate. The study can contribute to the scholarly understanding of leaders’ resilience in crisis times as well as to professional development programs for nurturing resilience among school leaders.
Türkiye has long been plagued by deadly natural hazards, including earthquakes, wildfires, landslides, and floods, which have caused widespread destruction throughout the country. 2021 Wildfires in Türkiye, the most destructive in the country's history, have disrupted the region's ecological balance by destroying vast swathes of forests and the habitats of many species. This study aimed to explore crisis management and communication practices during the 2021 Türkiye wildfire. This qualitative research utilized a phenomenological approach and the discourse analysis method to study the data. The study's methodology aimed to delve into the lived experiences surrounding the disaster and analyze the statements of the responsible minister to uncover best practices. The results indicate that wildfires were not contained during the initial day, and a needs assessment was impossible. During the response, frequent disinformation, rumors, and suspicious situations arose, indicating difficulties in information management. A consistent call for solidarity is beneficial for crisis management and communication. However, a debate about inadequate resources highlights trust and transparency issues in crisis communication. Moreover, drawing comparisons with other countries and making self‐congratulatory statements about success and strength are not aligned with crisis management or crisis communication and may be perceived as politically motivated.
Este manuscrito explora cómo los gerentes de alto nivel y dueños de negocio de 24 organizaciones de la industria de alimentos en Puerto Rico enfrentaron tres crisis consecutivas: el huracán María, los terremotos del área sur y el COVID-19. Partiendo de un paradigma cualitativo, se emplea una metodología de teoría emergente con estudio de caso múltiple que incluye participantes de los distintos niveles de la cadena de suplido. Del análisis se desprende un modelo de proceso para enfrentar la crisis que consiste en un ciclo repetitivo con cinco estadios: potenciación, decisión, agarre, intervención y homeostasis dinámica. La potenciación estuvo regida por procesos cognitivos y emociones mientras que la decisión se dirigió hacia la actividad o la inactividad. El agarre para la supervivencia provino de la cultura y estructura organizacional y la intervención fue el periodo de implantar soluciones. Finalmente, la homeostasis dinámica llevó a un resurgir y recuperar la estabilidad organizacional.
The main objectives of this teaching case are to learn, understand, examine, and customize leadership styles and to comprehend the corporate change process. This case describes the change process through the decision-making situations of a century-old academic institute during the post- pandemic crisis. An employee union followed by students and administrative staff has challenged the dominant leadership position of the college principal. Failure to change her leadership approach resulted in protests. The readers could learn how adopting a leadership style can help regain the leader's reputation among stakeholders during a crisis. The case teaches readers that before reacting to a situation, it would be necessary to understand the leadership models, change process, and conflict management to implement change successfully. The teaching case study is written for students studying courses like leadership, change management, and organizational behaviour. Nevertheless, trainers can use this case study to guide seasoned managers and emerging leaders.
Purpose: The idea of the study is to understand fluctuation in quality management depending on organizational context. The primary purpose of this article is to analyze changes in quality management in four countries grouped in V4 (The Visegrad Group) in the prism of macroeconomic crises, over the last five years. The following research question was formulated: What influences market saturation with a formal approach to quality management (ISO 9001 certificates), and when?
Design/methodology/approach: The considerations are based on a systematic literature review (SLR) and an analysis of the long-term data of ISO survey-certifications. The data was compared among V4 countries and an attempt was made to relate the results to economy-wide indicators, especially in turbulent environments.
Findings: The results show no clear and unidirectional relationships between the number of ISO 9001 certifications and macroeconomic data. This was identified for the V4 group as a whole and for individual countries, as well. Implementation of the QMS is an individual decision of each organization, depending on closely related microeconomic factors.
Research limitations/implications: Research findings always represent a slice of a larger reality. In that research paper limitations concern: the period of analysis, literature review in English and supplemented locally in the native languages, focusing on the V4 area. Findings implicate quality management's perceptions need to adjust the lens to understand macro numbers of certificates by the circumstances and adjust micro decisions in organizations in the QM area depending on the crisis phase on the market.
Originality/value: The article analyses certification data in previously unpresented form. Results were compared between V4 countries in the prism of times of crisis with an indication of certificate saturation rates and an attempt to explain macroeconomic fluctuations. The research results are helpful for researchers exploring quality management issues, and all organizations that can relativize the importance of quality management.
This chapter provides an overview of the pandemic crisis and how it affected school leaders, teachers, students, and school organizations worldwide. This chapter, in particular, discusses the critical factors of leadership and management during times of uncertainty and crises. Furthermore, information on critical elements of technology, digitalization, and school leadership is presented. Finally, this chapter concludes with a discussion of potential technological/digitalization developments in school leadership.
Most organizations faced with a crisis will rely on the leader in place at that time to lead them out of the crisis, often with disastrous results. When the crisis gets out of hand, these organizations realize belatedly that the current leader does not necessarily possess the leadership style required to manage the crisis effectively. We present three crisis response leadership principles (CRLP) to help organizations successfully prepare for and manage a crisis. To accompany the CRLP, we provide the crisis response leadership matrix (CRLM), a prescriptive guide to help an organization improve its initial response and enhance the effectiveness of its crisis management efforts. Combining the element of organizational culture with individual leadership styles, the CRLM offers a standard methodology that allows organizations to match a given crisis with the best possible crisis response leader. We present a real-world case study that describes a successful implementation of the approach: the U.S. Air Force Taiwan-4 crisis. Organizations adopting this methodology can confidently choose the right person to lead a swift, effective response to a crisis.
This descriptive case focuses on a health care organizations approach to building an intentional organization culture and how that work contributed to the organizations ability to survive a crisis. Regional Hospital experienced a disaster on a scale few other hospitals have survived a flood of historic magnitude severely damaged the hospital, forcing it to close its doors for the first time in its 90-year history. In a matter of minutes, the flooding destroyed several critical functions and systems, including the laboratory, pharmacy, information services, food services, and the mechanical and electrical systems. When all was said and done, Regional Hospital incurred more than $200 million in damages, although this figure was not known for many months. Outside evaluators estimated that it would take 18-24 months for the hospital to reopen, yet Regional Hospital was able to accelerate that timeline, reopening in only five months. Equally significant, during the five-month shut down, Regional Hospital did not lose a single employee or member of its medical staff. Many factors and actions played a role in shaping the hospitals ability to get back on its feet in such an amazing timeframe - not the least of which was the creativity and resourcefulness of the leadership and the employees. Regional Hospitals senior team had well-honed leadership skills built through a decades-long commitment to leadership development. The employee group demonstrated the intrinsic motivation and loyalty associated with a highly engaged workforce. The employee group also displayed a remarkable capacity for flexibility, self-direction, and teamwork.
The Problem
The global financial crisis and uncertainty has the potential to significantly affect the human resource development (HRD) field in terms of investment levels in training and development; the nature, content, and focus of HRD interventions and programs; evaluation processes used to determine return on investment in HRD; and the role of HRD scholars and practitioners in assisting organizations to navigate such uncertain and turbulent economic environments. However, there is little to no debate about how HRD is responding to the crisis or how HRD scholars and practitioners can or should influence people management and development policy and practice during an era of ongoing economic turbulence.
The Solution
The current issue will address the gap that exists in our understanding of HRD during uncertain times. The issue draws together multi-level and multi-perspective insights into how HRD has responded to the uncertainty and ongoing economic turbulence. The papers are drawn from a range of different cultures and countries, across different levels of analysis, from the individual to the organization, to government and regulation. The methodologies used in the current issue papers are diverse and include quantitative, qualitative, integrative literature review, and an academic-practitioner reflection. The current issue sets out important implications for how HRD practitioners and researchers can assist the HRD field to respond to and shape organizational and government responses to the uncertainty and ongoing turbulence.
The Stakeholders
Scholars, practitioners, and policy makers interested in the human resource development field.
All crises emit warning signals. And yet, organizations do not typically see the warnings in time to learn and adapt to prevent a crisis. This conceptual analysis bridges a theoretical gap by connecting current crisis management literature to rhetorical theories that identify barriers to organizational learning. Two connecting models are introduced to outline the barriers to learning, propose the inclusion of learning throughout the crisis cycle, and encourage the adoption of a mindful culture. Previous crisis models are described and an explanation of the similarities between Burkean philosophy and crisis research is presented. The Mindful Learning Model demonstrates how, if barriers are overcome, learning can not only lessen the impact of a crisis but also potentially prevent a crisis from occurring. Contentions of this analysis are detailed and a research agenda to extend mindful learning is outlined.
The problem and the solution. From the post-9/11 effect on financial and transportation industries to the corporate fraud scandals involving Enron and Tyco, organizational crises are a pervasive threat to organizational performance and sustainability.The authors' review of the literature suggests that although the impact of crises on organization effectiveness has been increasingly recognized, it has not attracted much attention from human resource development (HRD) scholars and practitioners. As a result, HRD has not considered how learning, change, and performance interventions might be used to support crisis management processes. The purpose of this article is to explore the role of HRD in organizational crisis management. Specifically, the authors review the theoretical underpinnings of organizational crisis management research, identify opportunities for HRD to be involved in crisis management processes, and explore how HRD research and practice may contribute to supporting organizations' crisis management efforts.
This article explores the forces restricting effective crisis management in a crisis ridden industry. Models of crisis preparedness have typically been developed based upon research in US or Western business. This study is based upon the Egyptian industry which, until the 1990s was state owned and heavily state supported. Changes in government policy, combined with external forces, not in the least the loss of markets in the previous Soviet bloc, had plunged the industry into serious crisis. Crisis is a cultural embarrassment to most Egyptian managers and this, combined with the depth of economic difficulties faced by the industry, makes it extraordinarily difficult for any level of crisis preparedness to be achieved. Based on interview and questionnaire data, this article extends existing models of crisis preparedness to better accommodate conditions in crisis prone industries outside the West. New dimensions in the proposed model are the stress on national culture and how this limits the range of managerial responses. This in turn requires the active development of an organisational culture to counteract these limitations.
In this paper we examine the effects of different components of corporate culture on two different categories of action in both routine and jolted environments. Data were collected on a heterogeneous sample of 54 corporations in the San Francisco Bay Area. We examined how the values, knowledge, and practices dimensions of corporate culture influenced actions to prepare for responding to future earthquake disasters and actions to mitigate or reduce future physical and associated earthquake losses. The findings show that corporate earthquake culture is a multidimensional concept, that varied elements of culture function to impact corporate action differently is distinct organizational environments, and that culture's impact on organizational action is contingent on the type of action being considered.
This article describes briefly the Hofstede model of six dimensions of national cultures: Power Distance, Uncertainty Avoidance, Individualism/Collectivism, Masculinity/Femininity, Long/Short Term Orientation, and Indulgence/Restraint. It shows the conceptual and research efforts that preceded it and led up to it, and once it had become a paradigm for comparing cultures, research efforts that followed and built on it. The article stresses that dimensions depend on the level of aggregation; it describes the six entirely different dimensions found in the Hofstede et al. (2010) research into organizational cultures. It warns against confusion with value differences at the individual level. It concludes with a look ahead in what the study of dimensions of national cultures and the position of countries on them may still bring.
The problem and the solution. The impact of crises on organizations and individuals has been stronger than ever. Despite increasing recognition of the effects of crisis events, most organizations are found not adequately prepared in managing crises. The increasingly frequent occurrence of organizational crises exemplifies the need for human resource development in preparing organizations and their members for crisis situations. However, very little effort has been made in this direction. Recognizing the dynamics and interconnectedness of crisis management, organizational learning, and organizational change, this article proposes an integrated model of organizational learning for crisis management that will likely strengthen organizational capacity and resilience in coping with crises and resultant changes.
The problem and the solution. Most executives are aware of the negative consequences associated with an organizational crisis and focus on communications and public relations as a reactive strategy. However, many neglect the other leadership responsibilities associated with organizational crises.This may result from lack of formal training and on-the-job experiences that prepare executives to lead crises. Executives who enable their organizations to recover from a crisis exhibit a complex set of competencies in each of the five phases of a crisis—signal detection, preparation and prevention, damage control and containment, business recovery, and reflection and learning. In this article, through the use of qualitative research design and the analysis of firms in crises, we examine leadership competencies during each phase of a crisis. In addition, this article links the important role of human resource development to building organizational capabilities through crisis management activities.
This paper presents the results of a study on organizational cultures in twenty units from ten different organizations in Denmark and the Netherlands. Data came from in-depth interviews of selected informants and a questionnaire survey of a stratified random sample of organizational members. Data on task, structure, and control characteristics of each unit were collected separately. Quantitative measures of the cultures of the twenty units, aggregated at the unit level, showed that a large part of the differences among these twenty units could be explained by six factors, related to established concepts from organizational sociology, that measured the organizational cultures on six independent dimensions. The organizational culture differences found resided mainly at the level of practices as perceived by members. Scores of the units on the six dimensions were partly explainable from organizational idiosyncrasies but were also significantly correlated with a variety of task, structural, and control-system characteristics of the units.
Man-made and natural disasters are becoming increasingly common in today's world. Among other entities, companies should be concerned because these impact organizational survival, disrupting the lives and functioning of employees, suppliers, customers, and organizational infrastructure. If the present trend continues, the Federal Emergency Management Agency is on track to declare 30% more disasters in 2010 than in 2009. Organizational disasters are crises in the extreme. While the crisis management literature provides a useful foundation for planning for internal organizational threats, it does not adequately address larger external threats brought about by disasters. With this gap in mind, we herein present a framework for planning for man-made or natural disasters: continuity of operations planning (COOP). Continuity of operations planning is a tool that aids organizations in staying in business under extreme circumstances. Although continuity of operations planning is not an entirely new practice, many small and medium-sized firms are reluctant to engage in this type of planning. To highlight the value of the process, this article provides examples of organizational disasters, alongside a simplified method for developing an effective continuity of operations plan.
The paper presents a systems view of the organizational preconditions to technological accidents and disasters, and in particular the seminal “Man-made Disasters model” proposed by the late Professor Barry Turner. Events such as Chernobyl, the Challenger and Bhopal have highlighted the fact that in seeking the causes of many modern large-scale accidents we must now consider as key the interaction between technology and organizational failings. Such so-called ‘organizational accidents’ stem from an incubation of latent errors and events which are at odds with the culturally taken for granted, accompanied by a collective failure of organizational intelligence. Theoretical models have also moved on now, from purely post hoc descriptions of accidents and their causes, in the attempt to specify ‘safe’ cultures and ‘high-reliability’ organizations. Recent research, however, has shown us that while effective learning about hazards is a common assumption of such attempts, organizations can be very resistant to learning the full lessons from past incidents and mistakes. Two common barriers to learning from disasters are: (1) information difficulties; and (2) blame and organizational politics. Ways of addressing these barriers are discussed, and the example of aviation learning systems, as an illustration of institutional self-design, is outlined.
This study examines the downfall of the permanent employment tradition in South Korean manufacturing organizations in the aftermath of the 1997 East Asian economic crisis. We explore whether organizations abandon their traditional institutionalized practices under discontinuous environmental change or despite the change continue these time-honoured practices. We examine both the organizational factors that inhibit lay-offs and performance indicators that trigger organizations to re-evaluate their lifetime employment practices under drastic environmental upheaval. We test our hypotheses on 574 Korean manufacturing organizations and find that under discontinuous change: (1) economic and institutional factors simultaneously apply opposite forces on organizational actions; (2) organizational factors such as poor performance on productivity and export create a need for headcount reductions while factors such as size, domestic ownership, government support, and unionization create social and institutional pressures that inhibit downsizing; and (3) prior experience with downsizing moderates the relationship between institutional factors and further downsizing. Copyright (c) 2009 Blackwell Publishing Ltd and Society for the Advancement of Management Studies.
Much of social life is so structured that behavior occurs rather routinely. Most of the time, established and standardized procedures are followed, manifesting themselves in the habitual behavior of individuals and/or the traditional actions of groups. At times however internal and/or external factors generate enough stress and strain so that it is possible to think of responding entities as being in a state of crisis. Crises required the reworking of established and standardized procedures or the creation of new means as well as of organizations for carrying them out. In large part, the direction of response of groups and organizations is for certain aspects of emergent behavior to be combined with elements of routinized organizational behavior. (Dynes and Quarantelli, 1968; Brouilette and Quarantelli 1969; Dynes 1970)
Managing rapidly developing crises: real-time prevention of failures
- R G Bea
From crisis prone to crisis prepared: a framework for crisis management
BP accused of withholding ‘critical’ spill data
- D Cappiello
- H R Weber
Reframing crisis management
Gulf oil spill report: BP ignored warning signs on doomed well
- D Cappiello