Document Type
Article
Publication Date
1-1-2015
Abstract
Manufacturing organizations face a steady barrage of sub-acute crises. Sudden, often surprising events that seriously threaten critical objectives provide an environment of steady disruption and uncertainty. Viewing organizations as Complex Adaptive Systems (CAS), this qualitative study collects and analyses 29 interviews across five unique cases of small manufacturers recalling a recent sub-acute crisis and their responses. Interviews were conducted with a senior manager, a small group of key managers and then each of the managers individually. Our comparative analysis found that positive and negative thoughts, feelings and actions were predominate across a wide variety of cultures and crises. We propose a model of common, distinctive interactions that drove the responses in every case. We extend this model my proposing an alternative view of the critical interactions.
Keywords
manufacturing industry, management, Weatherhead School of Management, manufacturing, crisis, influence, complexity, followership
Rights
© The Author(s). This is an open access work distributed under the terms of the Creative Commons Attribution-Non-Commercial (https://creativecommons.org/licenses/by-nc/4.0/) which permits non-commercial reuse, distribution, and reproduction in any medium, provided the original work is properly cited.
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License
Department/Center
Design & Innovation
Recommended Citation
Brake, William A., "Manufacturing Organizations During Sub-Acute Crises: An Examination of Critical Interactions in Five Sub-Acute Crisis Cases" (2015). Student Scholarship. 303.
https://commons.case.edu/studentworks/303