By Alberto Lavîn Fernández, Carmelo Mazza (auth.)
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Extra info for Boards Under Crisis: Board Action under Pressure
Crisis generally promotes increased short-termism at the board level, in part as a way to limit risk, and because of enlarged causal ambiguity in the generation of results during crisis (Mosakowki, 1997; Powell, Lovallo and Caringal, 2006). Thirdly, increased centralization and control of decision-making in the boards, which is inherent to amplified environmental uncertainty and rising perceived risk for decision makers. Executives, and boards for that matter, protect themselves by increasing the degree of control in all happening around or below them.
Typically this type of question elicits more information, but it is often more difficult to use and requires a higher level of expertise in the researcher, as the most important piece of equipment in ethnography is the ethnographer her/himself (Fetterman, 1998, Atkinson and Hammersley, 1994). This semi-structured interviewing approach also offered us as researchers more latitude to adapt to methodological sampling using this grounded theory approach. Grounded theory procedures to interpret data are based on iteration and the constant comparison between incidents found in the gathered data and the theoretical concepts emerging from this data (Barnes, 1996).
More recently, other related literature (Pearson and Claire, 1998) presents a profound analysis of organizational crisis and crisis management traditions, suggesting previous research on organizational crisis lacked integration and calling for a multidisciplinary approach (psychological, socio-political and technological) to research in crisis management. ’ However, there is seldom a uniﬁed view of crisis in board settings at the individual organization level. An apparent paradox is that external economic crisis does not always and necessarily stand for crisis in the boardroom.
Boards Under Crisis: Board Action under Pressure by Alberto Lavîn Fernández, Carmelo Mazza (auth.)