Organizational Crises and the Disturbance of Relational Systems
By William A. Kahn, M. Barton, S. Fellows. 2013
256 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/4fbde13dd255bef2b242b9d659e5a9afb1ffef21
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
In Social Psychology
In Sociology and Political Science
- Dean A. Shepherd
- Jessica E. Dinh
- R. Lord
- Young Kim
- Kathleen M. Sutcliffe
- W. Gardner
- R. Liden
- Jinyu Hu
Citations in the corpus
- Organizational response to adversity: Fusing crisis management and resilience research streams (2017, background): “Kahn et al. (2013) argued that successful “relational systems” within organizations can facilitate crisis sensemaking such that teams and organizations end up better off after the event than before it (consistent with Brockner & James, 2008; James et al., 2011).”
- Organizational resilience and employee work-role performance after a crisis situation: exploring the effects of organizational resilience on internal crisis communication (2020, background): “More recently, Kahn, Barton, and Fellows (2013) maintained that positive relationships allow organizations to “be better positioned to remain resilient during crises” (p. 393).”
- Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives (2014, background): “Critically, leadership theories that stress compilational forms of emergence help scholars to see leadership as operating with social-relational systems that define modern organizations (Kahn et al., 2013).”