dc.contributor.author |
Hughes, Paul
|
|
dc.contributor.author |
Morgan, Robert E.
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|
dc.contributor.author |
Hodgkinson, Ian R.
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|
dc.contributor.author |
Kouropalatis, Yiannis
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|
dc.contributor.author |
Lindgreen, Adam
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|
dc.date.accessioned |
2020-07-27T07:10:01Z |
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dc.date.issued |
2020-07 |
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dc.description.abstract |
Crises for business-to-business (B2B) firms are characterized by unexpected or unanticipated severe threats that are highly uncertain where strategic response times are low in which executives are victim of overwhelming time pressures to action fast strategic responses to these events—as the threats bring to question the viability and survivability of the firm. Consequently, crises provoke a profound impact on executives' sensemaking, as they attempt strategically navigate these events. We bridge thinking around crisis management with theories of strategic decision-making and conclude that strategic improvisation is a vital mechanism that enables effective management interventions to be executed as a means of surviving, adapting, or potentially thriving under challenging circumstances. We derive a theoretically grounded framework of five strategic imperatives underlying our 10C Strategic Imperative Framework for improvisation readiness. First, we develop the Improvisation Readiness Index Score (IRIS) as a means for executives to diagnose their organization's improvisation readiness according to the requisite strategic imperatives. Second, we present a three-step guide for executives to consider for managing through crisis with improvisation and the strategic imperatives at its heart. Third, we illustrate the strategy improvisation challenges. This allows executives to close the strategic improvisation gaps between their ‘actual’ and ‘preferred’ readiness. |
en_ZA |
dc.description.department |
Gordon Institute of Business Science (GIBS) |
en_ZA |
dc.description.embargo |
2021-07-01 |
|
dc.description.librarian |
hj2020 |
en_ZA |
dc.description.uri |
http://www.elsevier.com/locate/indmarman |
en_ZA |
dc.identifier.citation |
Hughes, P., Morgan, R.E., Hodgkinson, I.R. et al. 2020, 'A diagnostic tool to determine a strategic improvisation Readiness Index Score (IRIS) to survive, adapt, and thrive in a crisis', Industrial Marketing Management, vol. 88, pp. 485-499. |
en_ZA |
dc.identifier.issn |
0019-8501 |
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dc.identifier.other |
10.1016/j.indmarman.2020.05.020 |
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dc.identifier.uri |
http://hdl.handle.net/2263/75445 |
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dc.language.iso |
en |
en_ZA |
dc.publisher |
Elsevier |
en_ZA |
dc.rights |
© 2020 Elsevier Inc. All rights reserved. Notice : this is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. A definitive version was subsequently published in Industrial Marketing Management, vol. 88, pp. 485-499, 2020, doi : 10.1016/j.indmarman.2020.05.020. |
en_ZA |
dc.subject |
Business-to-business (B2B) |
en_ZA |
dc.subject |
Crisis |
en_ZA |
dc.subject |
Strategic improvisation |
en_ZA |
dc.subject |
Improvisation readiness |
en_ZA |
dc.subject |
Resilience |
en_ZA |
dc.subject |
COVID-19 pandemic |
en_ZA |
dc.subject |
Strategic implications |
en_ZA |
dc.subject |
Coronavirus disease 2019 (COVID-19) |
|
dc.title |
A diagnostic tool to determine a strategic improvisation Readiness Index Score (IRIS) to survive, adapt, and thrive in a crisis |
en_ZA |
dc.type |
Postprint Article |
en_ZA |