Some organisations, due to their inherent resources and capabilities will be able to respond to and adapt to extreme events or external shocks. While it has been suggested that family firms have a greater ability to overcome critical events, empirically a gap exists in our understanding of how family firms manage resources in time of crisis. We focus on how family firms responded to the uncertainty generated by the Covid-19 pandemic using emotions and organisational resilience as theoretical lens. This interpretive qualitative study is focused on a data set that is both dynamic and temporal in nature. We interpret the lived experience of crisis and vdemonstrate the multi-level nature of organisational resilience and role of emotions in shaping the organisational responses during times of crisis.
Not on my watch! The role of organisational resources and emotions in building family firms resilience
Elisa ConzWriting – Original Draft Preparation
2024-01-01
Abstract
Some organisations, due to their inherent resources and capabilities will be able to respond to and adapt to extreme events or external shocks. While it has been suggested that family firms have a greater ability to overcome critical events, empirically a gap exists in our understanding of how family firms manage resources in time of crisis. We focus on how family firms responded to the uncertainty generated by the Covid-19 pandemic using emotions and organisational resilience as theoretical lens. This interpretive qualitative study is focused on a data set that is both dynamic and temporal in nature. We interpret the lived experience of crisis and vdemonstrate the multi-level nature of organisational resilience and role of emotions in shaping the organisational responses during times of crisis.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
