THE PROCESSING OF CRISIS AND NON‐CRISIS STRATEGIC ISSUES
研究发现组织在处理危机与非危机战略议题时方式不同，决策者会投入更多资源、集中权力并产生更多因果解释，基于一家组织的案例追踪提供了初步证据。
This paper asserts that organizations process different types of strategic issues in systematically different ways, proposing that organizational decision‐makers expend greater resources, centralize authority and generate a greater volume of causal explanations during the processing of crisis versus non‐crisis strategic issues. Data from comparative tracings of several crisis and non‐crisis issues in a single organization lend preliminary support to the propositions. By conceptualizing the process of issue resolution both from an instrumental and symbolic perspective, this type of response to crisis issues can be interpreted. The theoretical and practical implications of the findings are discussed.