Crisis management or crisis response system?

Abstract

PurposeTo offer a complexity‐informed framework for the design of an effective organizational crisis response system.Design/methodology/approachA narrative analysis of the crisis response in a hotel chain facing a major food poisoning outbreak, seen from a complexity theory perspective. Data were collected through 17 in‐depth interviews of persons involved in the crisis response and through analysis of secondary data.FindingsThe analysis identified weaknesses in the chain's crisis response and complexity theory provided a good theoretical foundation of the proposals to overcome them.Practical implicationsOrganizations should redefine the role of crisis management plans and crisis management teams. An effective crisis response should be viewed as a living (co‐evolving) system within the organization. By adopting complexity principles the organization can make this system far more effective.Originality/valueThe paper is among the very few that deal with crisis management from a complexity perspective.