Abstract
Crises are occur when risks become elevated and unmanaged, such that the organization’s continued existence comes into question, requiring swift, yet ambiguous action to resolve (Pearson and Clair 1997). To overcome crises, organizational decision-makers moot possible solutions. I propose here that crisis solutions have a common structure, containing crisis-specific actions overlaid upon a mapping of activities and functions that will be maintained, restricted, and curtailed. When enacted such solutions serve to allocate rights, resources, and risks via these features. Second, I consider how crisis solutions come to be devised, suggesting that they become Latourian heterogeneous networks of actors, ideas, and concepts, rife with both inconsistencies and interdependencies. A case study of the delineation of “essential businesses” during the COVID-19 pandemic is used to illustrate the process.
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