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.
Fagfellevurdert forskningsartikkel Journal of Business Ethics nr 116 2013
Marcus Selart, Svein Tvedt Johansen og Synnøve Nesse
Les mer… http://link.springer.com/article/10.1007/s10551-012-1448-6