Taxonomy Among Triplets: Opening the Black Box

Iftikhar, Rehab; Müller, Ralf

doi:10.34218/ijm.10.2.2019/007

Cited by 9 publications

(13 citation statements)

References 51 publications

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“…It is "a lowprobability, 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). Crises differ in both risks (i.e., identifiable events with negative consequences) and disasters (i.e., events that pose serious threats to society, including human loss and material damage that potentially lead to the collapse of social structures and/or functions) (Iftikhar & Müller, 2019).…”

Section: Crises In Megaprojectsmentioning

confidence: 99%

Collective Mindfulness: The Key to Organizational Resilience in Megaprojects

Wang

Müller

Zhu

et al. 2021

Project Management Journal

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The complexity, internal and external risks, and significant social impact of megaprojects make their organizational resilience particularly important. To survive potential adversities, megaproject organizational resilience depends on collective mindfulness. Drawing on an attention-based view, this study investigates the mechanisms of collective mindfulness for megaproject organizational resilience as a process that functions prior to, during, and after recovery from crises. The results from analyzing six embedded crisis events in two megaprojects indicate that collective mindfulness influences organizational resilience processes through the mechanisms of awareness allocation, emotional detachment, and attention alignment. The study's theoretical and practical implications are discussed.

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Section: Crises In Megaprojectsmentioning

confidence: 99%

Collective Mindfulness: The Key to Organizational Resilience in Megaprojects

Wang

Müller

Zhu

et al. 2021

Project Management Journal

Self Cite

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“…Third, model/framework-based studies have been developed over the previous decades to seek for effective communication of uncertainty. These included discussion on key elements such as the taxonomy of risk/crisis/disaster (Iftikhar and Müller, 2019); the need for effective engagement with users; managing ensembles, confidence, bias, consensus and dissensus; methods for communicating specific uncertainties; and the evaluation of multiple management approaches currently in use (Doyle et al , 2019). The risk information aggregation processes have been investigated on major impediments (e.g.…”

Section: Resultsmentioning

confidence: 99%

Risk, crisis and disaster management in hospitality and tourism: a comparative review

Ritchie

Jiang

2021

IJCHM

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Purpose This paper aims to summarize the current state of research on risk, crisis and disaster management in the generic field, and in tourism and hospitality. It identifies key themes and compares the main topics studied in both the tourism and hospitality management and marketing literature. Design/methodology/approach A narrative (thematic) review and synthesis was completed based on articles published in the top 20 tourism and hospitality management journals from 2011 to March 2021. A review was conducted of the generic literature from 2016 to 2020. Findings From 210 papers reviewed, only 47 are in the hospitality field. The authors found that 80% of papers were empirical with slightly more quantitative papers produced. The majority of the papers focused on crises. Three key themes were found from the review and future research proposed to address gaps based on these findings and a review of 26 papers from the generic risk, crisis and disaster management field. Practical implications Research is required into planning and preparedness, not just response and recovery to crises and disasters. Future research should consider hospitality rather than tourism, particularly focusing attention outside of the accommodation sector. Hospitality studies also need to go beyond the micro-organizational level to include more meso- and macro-level studies. Originality/value The review provides a number of future research directions for tourism and hospitality research in the field. The paper provides a comprehensive multi-dimensional framework to synthesize studies and identifies research gaps. It also provides recommendations on methodologies required to progress these research directions. Research in this field is likely to grow because of the impact of COVID-19.

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“…Several studies have found that crises may have positive as well as negative consequences (Darling, 1994;Burnett, 1998;Veil, 2011;Iftikhar and M€ uller, 2019), although the negative impact is still predominant in contemporary literature on the crisis (Carone and Lorio, 2013). In that respect, crises can present critical challenges to organizational performance, both externally and internally, and there is no guarantee that high-performing organizations will continue to perform well in times of crisis (Lin et al, 2006;H€ allgren and Wilson, 2008).…”

Section: Crises and Performancementioning

confidence: 99%

Crises and capabilities in project-based organizations: conceptual model and empirical evidence

Iftikhar

2023

IJMPB

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PurposeThe purpose of this paper is to focus on the identification of different types of crises, their impact on project-based organizations' (PBOs) performance and exploring PBOs' capabilities to influence the effects of those crises.Design/methodology/approachThis study presents results from a large-scale survey (n = 283) comprising PBOs in the information technology, telecom and construction industries. The data analysis relies on structural equation modeling.FindingsThe study indicates that internal (as well as external) crises are negatively (as well as positively) associated with performance, which demonstrates the different effects that different kinds of crises have on performance. Furthermore, project-based organizational capabilities moderate the crisis–performance relation. In particular, the study demonstrates the contrasting effects that capabilities have on the management of crises indicating that some capabilities might worsen the effects of crises.Originality/valueThis paper contributes to dynamic capability and project management literature by identifying different types of crises that could impact short-and long-term performance and explore a set of capabilities required by PBOs to manage crises.

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Taxonomy Among Triplets: Opening the Black Box

Cited by 9 publications

References 51 publications

Collective Mindfulness: The Key to Organizational Resilience in Megaprojects

Collective Mindfulness: The Key to Organizational Resilience in Megaprojects

Risk, crisis and disaster management in hospitality and tourism: a comparative review

Crises and capabilities in project-based organizations: conceptual model and empirical evidence

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