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The Processing Of Crisis And Non‐Crisis Strategic Issues

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  • Jane E. Dutton

Abstract

This paper asserts that organizations process different types of strategic issues in systematically different ways, proposing that organizational decision‐makers expend greater resources, centralize authority and generate a greater volume of causal explanations during the processing of crisis versus non‐crisis strategic issues. Data from comparative tracings of several crisis and non‐crisis issues in a single organization lend preliminary support to the propositions. By conceptualizing the process of issue resolution both from an instrumental and symbolic perspective, this type of response to crisis issues can be interpreted. The theoretical and practical implications of the findings are discussed.

Suggested Citation

  • Jane E. Dutton, 1986. "The Processing Of Crisis And Non‐Crisis Strategic Issues," Journal of Management Studies, Wiley Blackwell, vol. 23(5), pages 501-517, September.
    • Handle: RePEc:bla:jomstd:v:23:y:1986:i:5:p:501-517
    DOI: 10.1111/j.1467-6486.1986.tb00434.x
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    Cited by:

    1. Krzysztof Machaczka & Maciej Stopa, 2022. "Social Values as One of the Crucial Determinants of Efficient Strategic Management of an Energy Sector Company," Energies, MDPI, vol. 15(10), pages 1-19, May.
    2. T. Ravichandran & Chaoqun Deng, 2023. "Effects of Managerial Response to Negative Reviews on Future Review Valence and Complaints," Information Systems Research, INFORMS, vol. 34(1), pages 319-341, March.
    3. Anokhin, Sergey Alexander & Spitsin, Vladislav & Akerman, Elena & Morgan, Todd, 2021. "Technological leadership and firm performance in Russian industries during crisis," Journal of Business Venturing Insights, Elsevier, vol. 15(C).
    4. S. R. Singhvi & Rajat Gera, 2005. "Problem Formulation and Categorization: An Empirical Study of Marketing Problems in an Organization," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 30(2), pages 121-138, May.
    5. Jenni Dinger & Michael Conger & David Hekman & Carla Bustamante, 2020. "Somebody That I Used to Know: The Immediate and Long-Term Effects of Social Identity in Post-disaster Business Communities," Journal of Business Ethics, Springer, vol. 166(1), pages 115-141, September.
    6. Galina Shirokova & Liudmila Ivvonen & Elena Gafforova, 2019. "Strategic Entrepreneurship in Russia during Economic Crisis," Foresight and STI Governance (Foresight-Russia till No. 3/2015), National Research University Higher School of Economics, vol. 13(3), pages 62-76.
    7. Sarkar, Soumodip & Osiyevskyy, Oleksiy, 2018. "Organizational change and rigidity during crisis: A review of the paradox," European Management Journal, Elsevier, vol. 36(1), pages 47-58.
    8. Sanchez, Jose Antonio & Pyrooz, David C., 2023. "Gang intervention during COVID-19: A qualitative study of multidisciplinary teams and street outreach in Denver," Journal of Criminal Justice, Elsevier, vol. 84(C).
    9. Bozeman, Barry, 2011. "The 2010 BP Gulf of Mexico oil spill: Implications for theory of organizational disaster," Technology in Society, Elsevier, vol. 33(3), pages 244-252.
    10. García-Cabrera, Antonia M. & Durán-Herrera, Juan J. & Suárez-Ortega, Sonia M., 2019. "Multinationals’ political activity for institutional change: Evidence from Spain during the international crisis of 2008," European Management Journal, Elsevier, vol. 37(5), pages 541-551.
    11. Reeta Raina, 2022. "Moving Crisis to Opportunities: A Corporate Perspective on the Impact of Compassionate Empathic Behaviour on the Well-Being of Employees," International Journal of Global Business and Competitiveness, Springer, vol. 17(2), pages 239-255, December.
    12. Graciela Corral de Zubielqui & Howard Harris, 2024. "Why the COVID-19 Crisis Is an Ethical Issue for Business: Evidence from the Australian JobKeeper Initiative," Journal of Business Ethics, Springer, vol. 190(1), pages 123-136, February.

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