Employee Reactions to Leader-Initiated Crisis Preparation: Core Dimensions

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

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Marcus Selart
Norwegian School of Economics

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