Journal of Business Ethics 116 (1):99-106 (2013)

Marcus Selart
Norwegian School of Economics
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
Keywords Leadership  Human resource management  Crisis management  Employee relations  Risk perception  Well-being
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DOI 10.1007/s10551-012-1448-6
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