Arbeitspapier
Linking organizational crises and reactive strategies via dimensions of legitimacy
Research on organizational crises has typically focused on case studies or measures for crisis prevention, while the social dimension of crises has remained largely unexplored. In some rare exceptions, differences in the efficacy of reactive strategies depending on the type of crisis have been reported. However, the mechanisms behind these differences remain unclear. This paper aims to fill this gap by arguing that organizational crises and effective reactions are linked by different dimensions of legitimacy perceived by stakeholders. To this end, after elaborating on the role of legitimacy in organizational crises, typologies of crises as well as reactive strategies are presented, accompanied by propositions about possible links.
- Sprache
-
Englisch
- Erschienen in
-
Series: Schumpeter Discussion Papers ; No. 2009-005
- Klassifikation
-
Wirtschaft
- Thema
-
Krisenmanagement
Organisation
Organisatorischer Wandel
Stakeholder
- Ereignis
-
Geistige Schöpfung
- (wer)
-
Breitsohl, Heiko
- Ereignis
-
Veröffentlichung
- (wer)
-
University of Wuppertal, Schumpeter School of Business and Economics
- (wo)
-
Wuppertal
- (wann)
-
2009
- Handle
- URN
-
urn:nbn:de:hbz:468-20090593
- Letzte Aktualisierung
-
10.03.2025, 11:43 MEZ
Datenpartner
Dieses Objekt wird bereitgestellt von:
ZBW - Deutsche Zentralbibliothek für Wirtschaftswissenschaften - Leibniz-Informationszentrum Wirtschaft. Bei Fragen zum Objekt wenden Sie sich bitte an den Datenpartner.
ZBW - Deutsche Zentralbibliothek für Wirtschaftswissenschaften - Leibniz-Informationszentrum Wirtschaft. Bei Fragen zum Objekt wenden Sie sich bitte an den Datenpartner.
Objekttyp
- Arbeitspapier
Beteiligte
- Breitsohl, Heiko
- University of Wuppertal, Schumpeter School of Business and Economics
Entstanden
- 2009
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