Communication in a power vacuum: Sense‐making and enactment during crisis‐induced departures
研究了CEO意外离职后临时领导者面临的感知构建、执行、沟通和组织学习问题，通过美国大学校长因猥亵电话辞职的案例及柯达、美国运通的高管过渡对比，提出改进沟通和临时领导的建议。
Abstract Unanticipated departures of CEOs place demands upon interim leaders. From the literature a model is derived that illustrates problems of sense‐making, enactment, communication, and organizational learning faced by these leaders and their internal and external stakeholders. A case, which focuses on the sudden resignation of the president of American University for making obscene phone calls to an area day‐care worker, is used to illustrate the model. Comparisons are made in the corporate world with executive transitions at Kodak and American Express. Alternatives are suggested for improvements in communication and interim leadership when traumatic executive departures place severe and unfamiliar pressures on governance structures. © 1995 by John Wiley & Sons, Inc.