A Matter of Life or Death: How Extreme Context Research Matters for Management and Organization Studies

Hällgren, Markus; Rouleau, Linda; Rond, Mark de

doi:10.5465/annals.2016.0017

Cited by 342 publications

(408 citation statements)

References 196 publications

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“…Organizations working in such environments must tackle challenges such as natural disasters, fires, medical emergencies, wars, space work, or public violence (Bell et al, 2016;Maynard & Kennedy, 2016;Williams, Christensen, LePere-Schloop, & Silk, 2015). Multiple theoretical and empirical studies across disciplines have established that in such situations, team-based work arrangements are required to enable performance (Driskell et al, 2017;Hällgren, Rouleau, & De Rond, 2018).…”

Section: Discussionmentioning

confidence: 99%

“…More specifically, due to the high consequences when performance is poor (Bell et al, 2016), teams in extreme environments experience higher situational strength, which is found to affect predictor-outcome relationships (Meyer, Dalal, & Bonaccio, 2009). Additionally, the salient characteristics of extreme environments, such as physical threats or short action times, are considered to activate, constrain, or amplify the effects of management practices on desired outcomes (Bell et al, 2016;Hällgren et al, 2018;Hannah et al, 2009).…”

Section: Discussionmentioning

confidence: 99%

“…By frequently repeating and reconfirming the same values, behaviors, and attitudes, performance management consistency offers the team something that is responsive to their own efforts. These aspects are minimally affected by the unexpected events (Audenaert et al, 2016), which teams that operate in high levels of environmental extremity encounter frequently (Hällgren et al, 2018). As such, performance management may secure team effectiveness, even when the demands of the work environment are extremely high (Bechky & Okhuysen, 2011;Driskell et al, 2017).…”

Section: Performance Management Consistencymentioning

confidence: 99%

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When does performance management foster team effectiveness? A mixed‐method field study on the influence of environmental extremity

et al. 2018

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Organizations operating in extreme environments rely on teams to tackle the highly demanding and complex situations. This study aims to provide new insights into the management of such teams by exploring the influence of environmental extremity on the relationship between performance management and team effectiveness. Mixed-method and multilevel analyses of police teams working in different levels of environmental extremity suggest that environmental extremity moderates the relationship between performance management features and team effectiveness. Both the vertical alignment of performance management and constructive feedback have a positive effect on team effectiveness. However, these positive effects are constrained in teams working in heightened levels of environmental extremity. The effects of performance management consistency and two-way communication on team effectiveness are more nuanced and dependent on environmental extremity. When teams operate in heightened levels of environmental extremity, both features are positively related to team effectiveness. When teams operate in lower levels of environmental extremity, performance management consistency is not significantly related to team effectiveness and two-way communication is negatively related to team effectiveness. These results provide a nuanced understanding of how performance management engenders team effectiveness in extreme environments.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Performance Management Consistencymentioning

confidence: 99%

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When does performance management foster team effectiveness? A mixed‐method field study on the influence of environmental extremity

et al. 2018

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“…Third, doing research in extreme contexts carries risk (Hällgren, Rouleau, & de Rond, ). Situations may be dangerous for the researchers themselves, especially in conflict situations or the aftermath of weather catastrophes.…”

Section: Conclusion and Directions For Future Researchmentioning

confidence: 99%

“…T A B L E 2 Comparison: the plan to resist approach, the containing crisis approach, and integral, capability-based understanding Breakdown of operations/no adequate structures and processes in place to address unexpected situation Third, doing research in extreme contexts carries risk (Hällgren, Rouleau, & de Rond, 2018). Situations may be dangerous for the researchers themselves, especially in conflict situations or the aftermath of weather catastrophes.…”

Section: Future Rese Archmentioning

confidence: 99%

Beyond “bouncing back”: Towards an integral, capability‐based understanding of organizational resilience

Darkow

2018

Contingencies & Crisis Mgmt

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Academic debates surrounding the notion of resilience still face dissent about definitions, contexts, and managerial implications. By summarizing recent literature on resilience, this paper reveals two dominating paradigms, which I label the Plan to Resist Approach and the Containing Crisis Approach. By pinpointing and challenging the underlying assumptions of both approaches, I elucidate their potential shortcomings. To overcome these limitations, I develop an integral, capability‐based concept of organizational resilience, which builds on a temporal perspective on crises. Thereby it highlights the importance of enacting different yet specific capabilities at different phases of crises. This concept allows integrating the insights of the reviewed literature and sheds light on the recovery phase as being a so far neglected aspect in resilience research.

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Scope and Limits of Extreme Situations for Highly Reliable Organizations: A Pragmatic Interpretation

Journé¹

2019

Management of Extreme Situations

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A Matter of Life or Death: How Extreme Context Research Matters for Management and Organization Studies

Cited by 342 publications

References 196 publications

When does performance management foster team effectiveness? A mixed‐method field study on the influence of environmental extremity

When does performance management foster team effectiveness? A mixed‐method field study on the influence of environmental extremity

Beyond “bouncing back”: Towards an integral, capability‐based understanding of organizational resilience

Scope and Limits of Extreme Situations for Highly Reliable Organizations: A Pragmatic Interpretation

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