The COVID-19 pandemic provides an illustration of how chaotic changes to large systems are caused by small, seemingly insignificant environmental events such as the initial case(s) of COVID-19 in China. From this small starting point for the pandemic, there have been (and continue to be) millions of lives lost and trillions of dollars spent trying to alleviate the effects of the COVID-19 pandemic. World government and corporate leaders are striving to deal with this pandemic, but uncertainty is felt across the globe. Unprecedented strategies (e.g., the United States government’s multi-trillion-dollar stimulus package (s)) have been used to halt the spread of COVID-19. These small events cascade throughout larger and larger systems leading to unforeseeable consequences. Organizations must experiment and make decisions on how to react. Decisions must be made and implemented to see what the effects of these decisions are. The chapters in this volume provide important insights for all organizations during this time of crisis. The chapters express bottom-up and top-down approaches to a crisis-initiating environmental change by organizations. The chapters provide insight into the way organizations perceive the effect of COVID-19 as 1) a permanent or transitory change in the organization’s environment; and 2) as a crisis or opportunity. Taken together, the chapters provide both scientists and practitioners with a starting point for understanding the impact of COVID-19 on organizational theory and on management practice for readers.
Author(s): Daniel J. Svyantek
Series: Research in Organizational Science
Publisher: Information Age Publishing
Year: 2022
Language: English
Pages: 350
City: Charlotte
Cover
Series page
Crisis, Chaos, and Organizations
Library of Congress Cataloging-in-Publication Data
CONTENTS
INTRODUCTION
CHAPTER 1: A Critical Appraisal of the Dominant Pandemic Narrative
CHAPTER 2: The Impact of Workload, Workload Changes, and Anticipated Workload During COVID-19 on Worker Well-Being
CHAPTER 3: Who Rescues the Rescuers?
CHAPTER 4: From Telecommute to Telecommunity
CHAPTER 5: Organizing Themselves
CHAPTER 6: Radical Acceptance and Executive Decision-Making in the Age of COVID-19
CHAPTER 7: Emergence and Sensemaking in a Complex Global Knowledge System
CHAPTER 8: A Differing View of Command in a Connected World
CHAPTER 9: The Urgency of Organizational Change Within Colleges in Crisis
CHAPTER 10: A Theoretical Analysis of Organizational Change During COVID-19
CHAPTER 11: Digital Communication Strategies During Pandemic Crisis
CHAPTER 12: COVID-19 Crisis
ABOUT THE CONTRIBUTORS
