From threat‐rigidity to flexibility ‐ Toward a learning model of autogenic crisis in organizations

By Carole K. Barnett, Michael G. Pratt. 2000

206 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ad3e2441cab361b8643af298c59ec2b440a445e2

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Citations in the corpus

Sensemaking in Crisis and Change: Inspiration and Insights from Weick (1988) (2010, background): “…up, making everybody talk and think and worry’ (p. 439), and is consistent with practitioners’ calls to create urgency for change by appealing to emotions (Kotter and Cohen, 2002), and the notion of an ‘autogenic crisis’ that enables learning rather than rigidity (Barnett and Pratt, 2000).”
Fear, the School Organization, and Teacher Evaluation (2008, background): “There is a broad organizational literature on how organizations cope with crisis, threat, and adversity that may explain why rigidity in behavior emerges in these contexts (Barnett & Pratt, 2000; Cameron, Kim, & Whetton, 1987; Staw et al., 1981).”
Economic resilience and entrepreneurship: lessons from the Sheffield City Region (2014, background): “Barnett and Pratt (2000) found that firms have the dynamism to process environmental feedback that will overcome external shocks, whereas more rigidly organized firms were found to be more exposed and fragile. To this end,Weick and Sutcliffe (2001) identify four aspects of resilient behaviour by fir”
Developing Organizational Learning Capacity in Crisis Management (2008, background): “…crisis and crisis management conducted by researchers in many other fields such as psychology, management, education, and nursing (e.g., Barnett & Pratt, 2000; Hurley-Hanson, 2006; Lagadec, 1997; Lalonde, 2007a, 2007b; Paraskevas, 2006; Roberts & Bea, 2001; Simola, 2005; Stern &…”
Transitional Identity as a Facilitator of Organizational Identity Change during a Merger (2010, background): “Survival concerns can lead to a degradation of and lack of confi dence in the current identity, which suggests a “threat-fl exibility hypothesis” as a precursor to identity transformation under some conditions (cf. Barnett and Pratt, 2000).”
Organisational resilience: development of a conceptual framework for organisational responses (2011, methodology): “This was then extended by Barnett and Pratt (2000) who identified that through emphasising rigidity as the primary response of an organisation to a threat, organisational opportunities for development and survival could be restricted.”
Organizational resilience: Towards a theory and research agenda (2007, unknown): “…also counteracts tendencies toward threat-rigidity by treating disruptive events and persistent strain as opportunities rather than threats (Barnett and Pratt, 2000; Jackson and Dutton, 1988) as a result of better information processing systems and consistently managing small discrepancies…”
Team Stressors, Management Support, and Project and Process Outcomes in New Product Development Projects (2007, background): “Barnett and Pratt (2000) also pointed out that organizational leaders may need to create a state of safe ambivalence to successfully transform the energy of crisis into learning.”
THE PARADOX OF STRETCH GOALS: ORGANIZATIONS IN PURSUIT OF THE SEEMINGLY IMPOSSIBLE (2011, methodology): “…to take on new challenges and to move toward new understandings, stretch goals can impose a “crisis” that stimulates the initiative within or across the organization to undertake experimentation and learning (Barnett & Pratt, 2000; Baumard & Starbuck, 2005; D’Aveni & MacMillan, 1990; Kim, 1998).”