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

Authors
Marcus Selart
Norwegian School of Economics
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
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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