Organizational Crisis : The Logic of Failure

By Gilbert J. B. Probst, Sebastian Raisch. 2005

294 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/5ae6e9c046b36701e73544f0c16422c1b7776513

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In Accounting

In Organizational Behavior and Human Resource Management

Citations in the corpus

Ambidexterity in Technology Sourcing: The Moderating Role of Absorptive Capacity (2009, background): “This has been demonstrated by Probst and Raisch’s (2005) in-depth study of 100 strategic mega failures that destroyed over $2.”
Change Readiness (2013, background): “Academic researchers are perhaps even more pessimistic about the success of change efforts, concluding that organizational change efforts are often so poorly managed that they precipitate organizational crises (Probst & Raisch, 2005).”
Trust Repair After An Organization-Level Failure (2009, background): “Several prominent failures have involved questionable strategies amounting to incompetent “overreach” (e.g., see Probst & Raisch, 2005: 92–94) or disregard for certain stakeholders (e.g., cost cut- 2009 131Gillespie and Dietz ting to the detriment of health and safety), each of which undermines…”
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance (2009, background): “Rothaermel and Alexandre’s (2009) article “Ambidexterity in Technology Sourcing: The Moderating Role of Absorptive Capacity” maintains that a firm’s organizational and technological boundaries are two important demarcation lines when sourcing technology.”
Organizational Ambidexterity: Antecedents, Outcomes, and Moderators (2008, background): “Many scholars have suggested that long-term success requires an organizational balance between continuity and change (e.g., S. L. Brown & Eisenhardt, 1997; Leana & Barry, 2000; Miller & Friesen, 1984; Probst & Raisch, 2005; Tushman & Romanelli, 1985; Volberda, 1996).”
The Too-Much-of-a-Good-Thing Effect in Management (2013, background): “In fact, Probst and Raisch (2005) concluded that excessive rates of growth contributed to 70% of the major corporate failures between 1998 and 2003.”
Choosing implementation strategies to address contextual barriers: diversity in recommendations and future directions (2019, background): “Academic researchers can be even more critical of change efforts, noting that implementation efforts can even lead to organizational crises [2].”