Activating collective agency in crisis: The social-cognitive context of ad hoc organizing

Abstract

The purpose of this study was to extend existing research on collective agency in the crisis management literature through empirically examining the phenomena of ad hoc organizing. Our study utilized an inductive, theory-building multiple case study design that allowed insight into SME managers’ ad hoc organizing patterns following a crisis. Taking a socio-cognitive approach, we explore how SME managers enabled collective agency through two micro process patterns: building collective efficacy and normalizing change. Data suggested that socio-cognitive complementarities to ad hoc organizing processes can extend theoretical approaches to the study of crisis management in entrepreneurship.