A constructive crisis: complex system adaptability during the COVID-19 pandemic

Abstract

Purpose This study aims to investigate the response by a multi-campus private higher education provider to a major crisis. This study examined what elements of complex adaptive systems (CAS) were activated and/or developed within the organization during the onset of the COVID-19 global pandemic, through a retrospective analysis of organizational responses. Design/methodology/approach A retrospective qualitative approach has been used. The theory of CAS has been used as the theoretical lens to explore the organizational context, responses and behaviours during the first year of the COVID-19 crisis. A series of semi-structured interviews were conducted with 12 senior leaders across the major functions of the organization spread over multiple campuses. Findings Findings point to coverage of the main CAS characteristics in the organizational responses to the pandemic, however, in varying degrees. There was strong evidence for the application of guiding principles, for self-organizing, for micro-diversity coupled with independent actors and new generative relationships, all brought about by the chaos the pandemic generated. This study concludes that the global pandemic presented this organization with the impetus for rapid and agile responses to what ultimately has become a constructive crisis, paving the way for key elements of CAS theory to be enacted. This study recommend embedding the conscious creation of an adaptive space within ongoing strategic organizational transformation initiatives. Originality/value There is scant literature on CAS as applied to crises from organizations in the higher education sector and notably from outside of the health/medical fields. As a result, this study offers a novel and original approach to applying CAS theory during a major crisis. In addition to the findings above, this study also found an emergent characteristic, that of agility, which could be further tested as a potential theoretical addition to CAS theory.

Organizational communication strategies in response to major disruptions: the case of the worsening situation in the Russia-Ukraine conflict

“…This alone, however, does not provide the needed insights into increasingly common disruptive events external to the firm (Beamish and Hasse, 2022). Disruptive events include the most recent examples of the COVID-19 pandemic (Cameron et al , 2022), natural disasters (Oh and Oetzel, 2022) but also armed conflicts between sovereign nation states counting as manmade disasters (Nielsen et al , 2023; Mol et al , 2023; Dai et al , 2017). Accordingly, we investigated the communication announcements of multinational subsidiaries in Russia at the early stages of the Russo–Ukraine military conflict.…”