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  • Crisis prevention plans are usually evaluated based on their effects in terms of preventing or limiting organizational crisis. In this survey-based study, the focus was instead on how such plans influence employees’ reactions in terms of risk perception and well-being. Five different organizations were addressed in the study. Hypothesis 1 tested the assumption that leadership crisis preparation would lead to lower perceived risk among the employees. Hypothesis 2 tested the conjecture that it would also lead to a higher degree of well-being. Both hypotheses were supported. The results and their implications are discussed. (xsd:string)
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?:dateModified
  • 2013 (xsd:gyear)
?:datePublished
  • 2013 (xsd:gyear)
?:doi
  • 10.1007/s10551-012-1448-6 ()
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  • true (xsd:boolean)
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  • en (xsd:string)
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?:issn
  • 1573-0697 ()
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  • 1 (xsd:string)
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?:name
  • Employee reactions to leader-initiated crisis preparation: Core dimensions (xsd:string)
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  • Zeitschriftenartikel (xsd:string)
  • journal_article (en)
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  • GESIS-SSOAR (xsd:string)
  • In: Journal of Business Ethics, 116, 2013, 1, 99-116 (xsd:string)
rdf:type
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?:urn
  • urn:nbn:de:0168-ssoar-401233 ()
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  • 116 (xsd:string)