RT Article
T1 Employee Reactions to Leader-Initiated Crisis Preparation: Core Dimensions
JF Journal of business ethics
VO 116
IS 1
SP 99
OP 106
A1 Selart, Marcus 1963-
A1 Johansen, Svein Tvedt
A1 Nesse, Synnøve
A2 Johansen, Svein Tvedt
A2 Nesse, Synnøve
LA English
YR 2013
UL https://ixtheo.de/Record/1785648322
AB 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.
K1 Well-being
K1 Risk perception
K1 Employee Relations
K1 Crisis Management
K1 Human Resource Management
K1 Leadership
DO 10.1007/s10551-012-1448-6