Pub Date : 2023-08-15DOI: 10.1177/01492063231193362
Maira E. Ezerins, Lauren S. Simon, Timothy J. Vogus, Allison S. Gabriel, Charles Calderwood, Christopher C. Rosen
Organizations are demonstrating a burgeoning interest in hiring neurodivergent employees, prompting a parallel expansion of research on autism and employment. In this review, we evaluate, critique, and integrate diffuse research and theory on autism and employment across the domains of disability studies, autism, industrial relations, management, and rehabilitation. In doing so, we illustrate how incorporating the experiences of individuals on the autism spectrum can benefit management theory. Likewise, we highlight how existing management theory can help contextualize and enrich autism research. In addition, our review highlights barriers and potential enablers that individuals on the autism spectrum encounter during varying stages of employment, while also providing insight into steps that can be taken by organizations and practitioners to improve employment outcomes for neurodivergent individuals. We conclude with an agenda for advancing research and practice that enhances the employment experiences of autistic individuals and the outcomes of the organizations that employ them.
{"title":"Autism and Employment: A Review of the “New Frontier” of Diversity Research","authors":"Maira E. Ezerins, Lauren S. Simon, Timothy J. Vogus, Allison S. Gabriel, Charles Calderwood, Christopher C. Rosen","doi":"10.1177/01492063231193362","DOIUrl":"https://doi.org/10.1177/01492063231193362","url":null,"abstract":"Organizations are demonstrating a burgeoning interest in hiring neurodivergent employees, prompting a parallel expansion of research on autism and employment. In this review, we evaluate, critique, and integrate diffuse research and theory on autism and employment across the domains of disability studies, autism, industrial relations, management, and rehabilitation. In doing so, we illustrate how incorporating the experiences of individuals on the autism spectrum can benefit management theory. Likewise, we highlight how existing management theory can help contextualize and enrich autism research. In addition, our review highlights barriers and potential enablers that individuals on the autism spectrum encounter during varying stages of employment, while also providing insight into steps that can be taken by organizations and practitioners to improve employment outcomes for neurodivergent individuals. We conclude with an agenda for advancing research and practice that enhances the employment experiences of autistic individuals and the outcomes of the organizations that employ them.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"22 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-08-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73566159","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-08-10DOI: 10.1177/01492063231188049
Varkey Titus, Izuchukwu Mbaraonye, Mirzokhidjon Abdurakhmonov, O. Parker
A widely accepted benefit of corporate political activities (CPA) is lowering a firm's overall level of uncertainty. Yet CPA is fundamentally an exchange: something is given for the benefit received. The exchange concept is important, as how a firm is strategically oriented will influence whether it deems the exchange worthwhile. We unpack one of the things given up in the CPA exchange – the loss of strategic flexibility, which occurs because CPA binds firms to the government, tends to be sticky in nature, and costs finite resources that firms could otherwise use to pursue different opportunities. In other words, CPA is a creative constraint, and this is too hefty a burden for entrepreneurially oriented (EO) firms, which are less offput by uncertainty and prioritize experimentation with market opportunities relative to their low EO counterparts. We also examine how the calculus of CPA changes based on two major ways the government treats rival firms: the provision of subsidies or the imposition of regulatory sanctions. We test our hypotheses on a sample of S&P 1500 firms and find support for our theorized model.
{"title":"Avoiding the Ties That Bind: Entrepreneurial Orientation and the Creative Constraint of Corporate Political Activity","authors":"Varkey Titus, Izuchukwu Mbaraonye, Mirzokhidjon Abdurakhmonov, O. Parker","doi":"10.1177/01492063231188049","DOIUrl":"https://doi.org/10.1177/01492063231188049","url":null,"abstract":"A widely accepted benefit of corporate political activities (CPA) is lowering a firm's overall level of uncertainty. Yet CPA is fundamentally an exchange: something is given for the benefit received. The exchange concept is important, as how a firm is strategically oriented will influence whether it deems the exchange worthwhile. We unpack one of the things given up in the CPA exchange – the loss of strategic flexibility, which occurs because CPA binds firms to the government, tends to be sticky in nature, and costs finite resources that firms could otherwise use to pursue different opportunities. In other words, CPA is a creative constraint, and this is too hefty a burden for entrepreneurially oriented (EO) firms, which are less offput by uncertainty and prioritize experimentation with market opportunities relative to their low EO counterparts. We also examine how the calculus of CPA changes based on two major ways the government treats rival firms: the provision of subsidies or the imposition of regulatory sanctions. We test our hypotheses on a sample of S&P 1500 firms and find support for our theorized model.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"15 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-08-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87495279","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-24DOI: 10.1177/01492063231184811
M. Majumder, Shubhda Arora
Discourses on social inequalities and the processes that sustain, reproduce, and reify them have been a long-standing area of scholarship. This paper focuses its attention on intersecting inequalities at workplaces and the organizational processes that support and enable their invisibilization. Building on this idea of invisibilization, we take a critical look at the active and conscious work done to keep inequalities hidden within organizations. In doing so, we understand and advance invisibilization as a twin concept that is primarily framed as a power equation but also acts as a visual illusion that obfuscates inequalities. We discuss this obfuscation by exploring intersectional inequalities within the Indian beauty and wellness services (BWS), a majorly unorganized sector that has a visible workforce of women migrants belonging to indigenous communities from the northeast region of the country. Using frameworks of Intersectionality, New Racism, and Othering, we argue that hiring within the BWS normalizes a heteropatriarchal-savarna gaze of the indigenous other, where women are routinely racialized and sexualized to be inducted within the industry. Further, this case study exemplifies how visible frames of gender inequalities invisibilize other ethno-racial, and regional inequalities within workplaces. Building on these findings, we suggest that organizations invisibilize inequalities by (a) co-opting a progressive vocabulary; (b) performing a normalizing function; (c) creating obfuscation; and (d) building a visual facade. Finally, this study contributes by broadening our theoretical understanding of invisibilization, especially in the context of intersectional inequalities, wherein inequalities are normalized through everyday practices within organizational hiring and training, among others.
{"title":"Intersectional Inequalities and Invisibilization in Organizations: The Case of Indian Beauty and Wellness Services","authors":"M. Majumder, Shubhda Arora","doi":"10.1177/01492063231184811","DOIUrl":"https://doi.org/10.1177/01492063231184811","url":null,"abstract":"Discourses on social inequalities and the processes that sustain, reproduce, and reify them have been a long-standing area of scholarship. This paper focuses its attention on intersecting inequalities at workplaces and the organizational processes that support and enable their invisibilization. Building on this idea of invisibilization, we take a critical look at the active and conscious work done to keep inequalities hidden within organizations. In doing so, we understand and advance invisibilization as a twin concept that is primarily framed as a power equation but also acts as a visual illusion that obfuscates inequalities. We discuss this obfuscation by exploring intersectional inequalities within the Indian beauty and wellness services (BWS), a majorly unorganized sector that has a visible workforce of women migrants belonging to indigenous communities from the northeast region of the country. Using frameworks of Intersectionality, New Racism, and Othering, we argue that hiring within the BWS normalizes a heteropatriarchal-savarna gaze of the indigenous other, where women are routinely racialized and sexualized to be inducted within the industry. Further, this case study exemplifies how visible frames of gender inequalities invisibilize other ethno-racial, and regional inequalities within workplaces. Building on these findings, we suggest that organizations invisibilize inequalities by (a) co-opting a progressive vocabulary; (b) performing a normalizing function; (c) creating obfuscation; and (d) building a visual facade. Finally, this study contributes by broadening our theoretical understanding of invisibilization, especially in the context of intersectional inequalities, wherein inequalities are normalized through everyday practices within organizational hiring and training, among others.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"33 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-07-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90479132","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-20DOI: 10.1177/01492063231180826
Caitlin Ray
Internal mobility, or movement of individuals within organizations, is a frequently occurring phenomenon that can have ripple effects throughout organizations. Internal mobility can impact individuals, units, and organizations and several decades of work on the topic provide evidence of its causes and consequences. While a recent uptick in research on internal mobility aligns with upward trends in the use of internal labor markets within organizations, the literature is currently not well integrated with a variety of terms and characteristics used to describe internal mobility, siloed single-level research on either individual or organization perspectives, and poor integration with other forms of mobility that makes it difficult to fully understand its impact. This review of the 202 articles on internal mobility reconciles these issues by defining internal mobility, creating a model based around the two primary types of internal mobility, transfers and promotions, and integrating research from varied organizational actors (individuals, organizations) that cause and are affected by internal mobility. This review culminates with a future research agenda designed to extend research on internal mobility.
{"title":"Internal Mobility: A Review and Agenda for Future Research","authors":"Caitlin Ray","doi":"10.1177/01492063231180826","DOIUrl":"https://doi.org/10.1177/01492063231180826","url":null,"abstract":"Internal mobility, or movement of individuals within organizations, is a frequently occurring phenomenon that can have ripple effects throughout organizations. Internal mobility can impact individuals, units, and organizations and several decades of work on the topic provide evidence of its causes and consequences. While a recent uptick in research on internal mobility aligns with upward trends in the use of internal labor markets within organizations, the literature is currently not well integrated with a variety of terms and characteristics used to describe internal mobility, siloed single-level research on either individual or organization perspectives, and poor integration with other forms of mobility that makes it difficult to fully understand its impact. This review of the 202 articles on internal mobility reconciles these issues by defining internal mobility, creating a model based around the two primary types of internal mobility, transfers and promotions, and integrating research from varied organizational actors (individuals, organizations) that cause and are affected by internal mobility. This review culminates with a future research agenda designed to extend research on internal mobility.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"95 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86229125","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-20DOI: 10.1177/01492063231186342
Rachel Mui, A. Hill
In this study, we advance a more nuanced view of gender-based stereotypes about female chief executive officers (CEOs) to shed light on the divergent findings about outcomes associated with their firms’ actions. We draw on gender stereotyping literature and its delineation between prescriptive and descriptive gender stereotypes— how women ought to be/act versus how they actually are/act—to theorize that not all female CEOs embody the same prescriptive feminine ideals and, thus, variance in how they are perceived may affect outcomes manifesting from certain firm actions. Specifically, we theorize that there also exists a “double-edged” sword among female CEOs such that the more a female CEO is seen as descriptively aligning with prescriptive ideals of feminine actions and perceptions, the stronger the associated outcomes for their firms will be, whether positive or negative. We test how perceptions of communality and attractiveness—the two most desirable prescriptive perceptions for how women ought to be—affect the corporate social responsibility (CSR) and irresponsibility (CSiR) to firm performance relationship, which align, or fail to align, respectively, with desirable prescriptive feminine actions of helping or hurting others and society. We find that the more a female CEO descriptively aligns with such communality and attractiveness prescriptions, the stronger the CSR and CSiR to firm performance relationship will be. The results of our study suggest that the gendered beliefs to which female CEOs are subjected are more nuanced and complex than the current literature explains, contributing to theory and practice alike.
{"title":"Delving Into Feminine Stereotypes: Female CEOs and the Corporate Social (Ir)Responsibility–Firm Performance Relationship","authors":"Rachel Mui, A. Hill","doi":"10.1177/01492063231186342","DOIUrl":"https://doi.org/10.1177/01492063231186342","url":null,"abstract":"In this study, we advance a more nuanced view of gender-based stereotypes about female chief executive officers (CEOs) to shed light on the divergent findings about outcomes associated with their firms’ actions. We draw on gender stereotyping literature and its delineation between prescriptive and descriptive gender stereotypes— how women ought to be/act versus how they actually are/act—to theorize that not all female CEOs embody the same prescriptive feminine ideals and, thus, variance in how they are perceived may affect outcomes manifesting from certain firm actions. Specifically, we theorize that there also exists a “double-edged” sword among female CEOs such that the more a female CEO is seen as descriptively aligning with prescriptive ideals of feminine actions and perceptions, the stronger the associated outcomes for their firms will be, whether positive or negative. We test how perceptions of communality and attractiveness—the two most desirable prescriptive perceptions for how women ought to be—affect the corporate social responsibility (CSR) and irresponsibility (CSiR) to firm performance relationship, which align, or fail to align, respectively, with desirable prescriptive feminine actions of helping or hurting others and society. We find that the more a female CEO descriptively aligns with such communality and attractiveness prescriptions, the stronger the CSR and CSiR to firm performance relationship will be. The results of our study suggest that the gendered beliefs to which female CEOs are subjected are more nuanced and complex than the current literature explains, contributing to theory and practice alike.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"11 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82675783","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-07DOI: 10.1177/01492063231180836
María del Carmen Triana, Ruixiang Song, Cyril Taewoong Um, L. Huang
Role congruity theory proposes that bias may arise from the perceived incongruity between stereotypes about a social group and expected requirements for success in a social role. Since its introduction, with a focus on gender roles and the development of prejudice against female leaders, management scholars have applied role congruity theory to understand the emergence and consequences of prejudice in a wide range of organizational settings. We provide a review of management research that has incorporated role congruity theory. In this review, we first identify the key constructs and predictions that underlie the theory. Then, we summarize the adoption of the theory in the management literature based on the effects of role incongruity on target evaluation, outcome, and adaptation. Lastly, we suggest potential areas for future development of the theory, including the expansion of the theory to include social roles beyond gender, the examination of multilevel and multidimensional role incongruity effects, and other relevant emerging topics. We hope that this review will promote the accessibility of role congruity theory to management researchers and stimulate the development and application of the theory in the field of management.
{"title":"Stereotypical Perception in Management: A Review and Expansion of Role Congruity Theory","authors":"María del Carmen Triana, Ruixiang Song, Cyril Taewoong Um, L. Huang","doi":"10.1177/01492063231180836","DOIUrl":"https://doi.org/10.1177/01492063231180836","url":null,"abstract":"Role congruity theory proposes that bias may arise from the perceived incongruity between stereotypes about a social group and expected requirements for success in a social role. Since its introduction, with a focus on gender roles and the development of prejudice against female leaders, management scholars have applied role congruity theory to understand the emergence and consequences of prejudice in a wide range of organizational settings. We provide a review of management research that has incorporated role congruity theory. In this review, we first identify the key constructs and predictions that underlie the theory. Then, we summarize the adoption of the theory in the management literature based on the effects of role incongruity on target evaluation, outcome, and adaptation. Lastly, we suggest potential areas for future development of the theory, including the expansion of the theory to include social roles beyond gender, the examination of multilevel and multidimensional role incongruity effects, and other relevant emerging topics. We hope that this review will promote the accessibility of role congruity theory to management researchers and stimulate the development and application of the theory in the field of management.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"27 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-07-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83610656","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-04DOI: 10.1177/01492063231179405
Kameron M. Carter, A. Hetrick, Meng-ting Chen, Stephen E. Humphrey, F. Morgeson, Brian J. Hoffman
This paper presents a comprehensive review and meta-analysis of the literature on the influence of cultural dimensions on work design characteristics. With our proposed work design universals typology as a framework, we provide a narrative review and analyze the influence of six cultural dimensions (power distance, individualism–collectivism, masculinity–femininity, uncertainty avoidance, long-term orientation, and indulgence–restraint) on work design characteristics’ effects on job satisfaction and performance. In addition to running meta-analytic regressions examining the role of cultural characteristics as individual moderators of the relationship between work design characteristics’ and job satisfaction and performance, we further utilize qualitative comparative analysis to move beyond treating each cultural dimension as an independent predictor and, instead, investigate configurations of cultural dimensions as moderating variables of the relationships between work design characteristics and workplace outcomes. The present effort, therefore, serves as a test of a complex universal approach when examining the influence of culture on the relationship between work design characteristics and outcomes. Collectively, this study provides a systematic narrative and quantitative review of the work design literature to assess how cultural dimensions (both individually and through complex configurations) may affect the impact of work design characteristics on job satisfaction and performance. Based on our review, we offer recommendations for future research and continued calls for more systematic and integrative cross-cultural work design research.
{"title":"How Culture Shapes the Influence of Work Design Characteristics: A Narrative and Meta-Analytic Review","authors":"Kameron M. Carter, A. Hetrick, Meng-ting Chen, Stephen E. Humphrey, F. Morgeson, Brian J. Hoffman","doi":"10.1177/01492063231179405","DOIUrl":"https://doi.org/10.1177/01492063231179405","url":null,"abstract":"This paper presents a comprehensive review and meta-analysis of the literature on the influence of cultural dimensions on work design characteristics. With our proposed work design universals typology as a framework, we provide a narrative review and analyze the influence of six cultural dimensions (power distance, individualism–collectivism, masculinity–femininity, uncertainty avoidance, long-term orientation, and indulgence–restraint) on work design characteristics’ effects on job satisfaction and performance. In addition to running meta-analytic regressions examining the role of cultural characteristics as individual moderators of the relationship between work design characteristics’ and job satisfaction and performance, we further utilize qualitative comparative analysis to move beyond treating each cultural dimension as an independent predictor and, instead, investigate configurations of cultural dimensions as moderating variables of the relationships between work design characteristics and workplace outcomes. The present effort, therefore, serves as a test of a complex universal approach when examining the influence of culture on the relationship between work design characteristics and outcomes. Collectively, this study provides a systematic narrative and quantitative review of the work design literature to assess how cultural dimensions (both individually and through complex configurations) may affect the impact of work design characteristics on job satisfaction and performance. Based on our review, we offer recommendations for future research and continued calls for more systematic and integrative cross-cultural work design research.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"46 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89434188","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-04DOI: 10.1177/01492063231181651
J. Fiset, Devasheesh P. Bhave, Nilotpal Jha
Demographic, technological, and global trends have brought the language used at the workplace to the forefront. A growing body of research reveals that language could result in misunderstanding at work, and influence employees’ performance and attitudinal outcomes. Language at work encompasses standard language (e.g., English) as well as several hybrid forms of language (non-native accents, code-switching, and jargon). We delineate how these forms of language could result in misunderstanding. We then identify relational, affective, and informational mechanisms that underlie the relationship between language-related misunderstanding and employees’ performance and attitudinal outcomes, and highlight key boundary conditions. In doing so, we uncover research gaps and identify areas for future research. We conclude with implications for theory as well as for practitioners to navigate language-related misunderstanding at work.
{"title":"The Effects of Language-Related Misunderstanding at Work","authors":"J. Fiset, Devasheesh P. Bhave, Nilotpal Jha","doi":"10.1177/01492063231181651","DOIUrl":"https://doi.org/10.1177/01492063231181651","url":null,"abstract":"Demographic, technological, and global trends have brought the language used at the workplace to the forefront. A growing body of research reveals that language could result in misunderstanding at work, and influence employees’ performance and attitudinal outcomes. Language at work encompasses standard language (e.g., English) as well as several hybrid forms of language (non-native accents, code-switching, and jargon). We delineate how these forms of language could result in misunderstanding. We then identify relational, affective, and informational mechanisms that underlie the relationship between language-related misunderstanding and employees’ performance and attitudinal outcomes, and highlight key boundary conditions. In doing so, we uncover research gaps and identify areas for future research. We conclude with implications for theory as well as for practitioners to navigate language-related misunderstanding at work.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":"13 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83534816","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Abstract The year 2020 was challenging and demanding for humankind. The outbreak of the COVID-19 pandemic compelled thousands of organizations to shift their operations online and millions of employees to work from home. Many have compared this crisis to the terrorist attacks of September 11, 2001, in the United States, another inconceivable incident that changed the way we think and act today. This study analyzes three leaders in the context of the 9/11 terrorist attacks, who proved to be role models of leadership during crisis situations and, thereby, have contributed to the evolution of crisis leadership. By doing so, it attempts to define the constituents of effective crisis leadership and fill the relevant gap in the existing literature on crisis leadership. The current study’s limitations, implications for practitioners, and suggestions for further research needed to shed light on cases of effective leadership during the COVID-19 pandemic are also discussed.
{"title":"Lessons in Crisis Leadership from 9/11: Delineating the constituents of Crisis Leadership and their utilization in the context of Covid-19","authors":"Christina Nizamidou","doi":"10.2478/ijm-2023-0011","DOIUrl":"https://doi.org/10.2478/ijm-2023-0011","url":null,"abstract":"Abstract The year 2020 was challenging and demanding for humankind. The outbreak of the COVID-19 pandemic compelled thousands of organizations to shift their operations online and millions of employees to work from home. Many have compared this crisis to the terrorist attacks of September 11, 2001, in the United States, another inconceivable incident that changed the way we think and act today. This study analyzes three leaders in the context of the 9/11 terrorist attacks, who proved to be role models of leadership during crisis situations and, thereby, have contributed to the evolution of crisis leadership. By doing so, it attempts to define the constituents of effective crisis leadership and fill the relevant gap in the existing literature on crisis leadership. The current study’s limitations, implications for practitioners, and suggestions for further research needed to shed light on cases of effective leadership during the COVID-19 pandemic are also discussed.","PeriodicalId":52018,"journal":{"name":"Irish Journal of Management","volume":" ","pages":""},"PeriodicalIF":0.5,"publicationDate":"2023-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48222522","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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