Abstract
Turkey has experienced a series of crises in 1994, 1999 and 2001, which induced remarkable damage in Turkish economy. Thus crisis management has been the main topic in Turkish agenda so many years. Besides crisis management, organizational learning also has been focused as an affective crisis management mean. Crisis preparedness process which is a part of crisis management is vital for any organization’s existence because the emergence of crises is inevitable. Therefore the crisis preparedness has been a topic of increasing importance for organizations seeking an effective way to fight against potential crises. In this context, this research aim to investigate the relationship among the crisis preparedness capability, organizational learning capability and organizational performance. This survey is conducted on 400 managers of 114 firms operating in the Marmara region. SPSS 15.0 statistics package program was used to analyze the data obtained from 400 questionnaires. Factor analysis, and reliability analysis have been executed to reveal the reliability of scale, and correlation and regression analyses have been executed to reveal the relationship among the crisis preparedness capability, organizational learning capability, and organizational performance.
Highlights
Major economic crises in Turkey in 1994, 1999, and 2001 created heavy blows to economy, at the same time firms learned a lot from these crises
When we investigate the characteristics of these businesses that are succeeded to survive, even managed to perform high performance in times of crisis in Turkey, organizational learning capability and crisis preparedness capability emerge as the two most important elements
Organizational performance has been associated with organizational learning capability and crisis preparedness capability in times of crisis
Summary
Major economic crises in Turkey in 1994, 1999, and 2001 created heavy blows to economy, at the same time firms learned a lot from these crises. Carmeli and Schaubroeck (2008) point out that crisis preparedness capabilities differ according to organization’s structure, culture and policies because crisis management is a complex and generic process including activities related to all these factors. Elsubbaugh et al (2004) in their crisis management evaluation studies, emphasized the importance of "cultural preparation", "strategic preparation" and "detection of early warning signals" as the most important elements of crisis preparedness capabilities. In accordance with the Crisis Readiness Model (2004: 124) predicted by Elsubbaugh and colleagues, “creating crisis management culture”, “strategic activities towards the crisis”, and “creating early warning system” will be discussed as the dimensions of crisis preparedness capability and their relations with the organizational learning capability and organizational performance will be investigated. In this study, depending on Chen’s definition of the organizational learning capability, “process of obtaining and editing new knowledge to be able to adapt internal and external changes in the environment and to maintain and develop its sustainable existence”, organizational learning capability is considered as a structure consisting of " discovering opportunities, exchange and knowledge in the environment, producing new ideas based on the discovered opportunities, exchange and knowledge, choosing the most suitable one from these ideas and knowledges, implementing the selected idea, experiencing, learning from past experiences, giving feedbacks, transferring this knowledge to others, obtaining information from the environment, providing information to the environment, and creating organizational memory”
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
