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dc.contributor.authorBonn, Ingrid
dc.contributor.authorRundle-Thiele, Sharyn
dc.date.accessioned2017-05-03T16:55:12Z
dc.date.available2017-05-03T16:55:12Z
dc.date.issued2007
dc.date.modified2010-03-01T22:01:36Z
dc.identifier.issn0261-5177
dc.identifier.doi10.1016/j.tourman.2006.04.021
dc.identifier.urihttp://hdl.handle.net/10072/18780
dc.description.abstractLittle attention has been directed towards investigating how senior managers and boards approach strategic decision-making when dealing with shock events as compared to strategic decision-making in a stable environment. This paper presents evidence to suggest that strategic decision-making following a shock event involves a more intuitive, less analytical and less consultative approach, while decision-making in a stable environment is characterised by a more cooperative, formal and analytical process. Decision-making following a shock event tends to be simplified and fast, whereas decision-making in a stable environment tends to be comprehensive and slow. Furthermore, the strategic role of the board transforms following a shock event from a limited involvement in strategy setting to a strong involvement in the setting of strategy. This research has important management implications signifying that crisis management must increasingly focus on building an organisation's ability to reach swift decisions in crisis situations and avoid analysis paralysis.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.languageEnglish
dc.language.isoeng
dc.publisherElsevier
dc.publisher.placeOxford, United Kingdom
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom615
dc.relation.ispartofpageto620
dc.relation.ispartofissue2
dc.relation.ispartofjournalTourism Management
dc.relation.ispartofvolume28
dc.rights.retentionY
dc.subject.fieldofresearchCommercial services
dc.subject.fieldofresearchMarketing
dc.subject.fieldofresearchTourism
dc.subject.fieldofresearchcode3504
dc.subject.fieldofresearchcode3506
dc.subject.fieldofresearchcode3508
dc.titleDo or die - strategic decision-making following a shock event
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.date.issued2007
gro.hasfulltextNo Full Text
gro.griffith.authorRundle-Thiele, Sharyn


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