Even highly competitive, successful organizations face crisis, defined as “a low‐probability, high‐impact event that threatens the viability of the organization and is characterized by ambiguity of cause, effect, and means of resolution, as well as by a belief that decisions must be made swiftly” (Pearson & Clair, 1998; p. 60.). This paper describes the challenges facing leaders and managers attempting to prepare their organizations to engage in effective crisis management. The paper contends that when behavioral readiness is absent, crisis management effectiveness is a matter of chance. The behavioral model draws salient contributions from role theory, learning theory, and multilevel theory and applies them to the body of crisis management theory developed over the past two decades by Mitroff and his associates as well as the recent work of Pearson and Carr (1998). Five propositions are developed and implications for research and practice are presented.

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Using the construct of job satisfaction, this study examined work attitudes of 286 females and 416 males employed in 27 female-owned and 29 male-owned small businesses in three industries: construction, manufacturing, and distribution. Job satisfaction scores (dependent variables) were analyzed with regard to the interaction of owner-employee gender. Demographic and job-related variables were also considered. The gender-moderated results are discussed in terms of methodological implications for conducting research regarding work attitudes.

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