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Employee reactions to leader-initiated crisis preparation: Core dimensions


Selart, Marcus; Johansen, Svein Tvedt; Nesse, Synnøve


Bitte beziehen Sie sich beim Zitieren dieses Dokumentes immer auf folgenden Persistent Identifier (PID):http://nbn-resolving.de/urn:nbn:de:0168-ssoar-401233

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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.
Thesaurusschlagwörter crisis management (econ., pol.); well-being; work satisfaction; human resources management; business management; crisis management (psych.); crisis behavior; employee; business ethics; organizational culture; communication; firm; psychological stress
Klassifikation Management
Sprache Dokument Englisch
Publikationsjahr 2013
Seitenangabe S. 99-116
Zeitschriftentitel Journal of Business Ethics, 116 (2013) 1
DOI http://dx.doi.org/10.1007/s10551-012-1448-6
ISSN 1573-0697
Status Veröffentlichungsversion; begutachtet (peer reviewed)
Lizenz Creative Commons - Namensnennung, Weitergabe unter gleichen Bedingungen