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Employee Reactions to Leader-Initiated Crisis Preparation: Core Dimensions

Journal of Business Ethics volume 116, pages 99–106 (2013)Cite this article

Abstract

Crisis prevention plans are usually evaluated based on their effects in terms of preventing or limiting organizational crisis. In this survey-based study, the focus was instead on how such plans influence employees’ reactions in terms of risk perception and well-being. Five different organizations were addressed in the study. Hypothesis 1 tested the assumption that leadership crisis preparation would lead to lower perceived risk among the employees. Hypothesis 2 tested the conjecture that it would also lead to a higher degree of well-being. Both hypotheses were supported. The results and their implications are discussed.

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Acknowledgment

We are grateful to Frida Ehn and Valla Helgadottir for the collection and analysis of the data.

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Authors and Affiliations

  1. Department of Strategy and Management, Norwegian School of Economics, Breiviksveien 40, 5045, Bergen, Norway

    Marcus Selart & Synnøve Nesse

  2. Harstad University College, Harstad, Norway

    Svein Tvedt Johansen

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  1. Marcus Selart
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  2. Svein Tvedt Johansen
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  3. Synnøve Nesse
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Correspondence to Marcus Selart.

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Selart, M., Johansen, S.T. & Nesse, S. Employee Reactions to Leader-Initiated Crisis Preparation: Core Dimensions. J Bus Ethics 116, 99–106 (2013). https://doi.org/10.1007/s10551-012-1448-6

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  • DOI: https://doi.org/10.1007/s10551-012-1448-6

Keywords

  • Leadership
  • Human resource management
  • Crisis management
  • Employee relations
  • Risk perception
  • Well-being