Boards under crisis: decision-making in the age of uncertainty and fear

By:

Fernandez, Lavin A

Contributor(s):

Mazza, Carmelo

Material type: Text

TextSeries: IE Business Publishing (IEBP)Publication details: Palgrave Macmillan Cham 2024Edition: 2ndDescription: xxi, 197 pISBN:

9783031695971

Subject(s):

Decision--Making

DDC classification:

658.4056 FER

Summary: Crises, in the past, have been cyclical events in economic history. However, we are currently experiencing an acceleration of these cycles with shorter time span in-between major events. In a period of 20 years, from 2001 to 2021, we have lived three global major crisis events: The Twin Tower Attack on September 11th, 2001, the Financial Crash in 2008, and the Covid-19 pandemic from 2020. In the first edition of this book, the authors explained the main decision-making patterns of behavior (i.e. short termism, centralization, and parochialism) that characterized the management processes of Boards of Directors during the financial crash. Now, in this revised and updated second edition, the authors explore the main commonalities and differences between decision making at the top during the previous financial crisis and during the most recent Covid 19 global pandemic, as well as during the inception of the war in Ukraine. In doing so they ask, is this a new crisis or just the “new normal” that businesses and organizations need to face after major catastrophic events? By first reassessing the very meaning of the word ‘crisis,’ the authors explore the relationship between frequent crises, emergency cabinets and socially widespread fear as determinants of a “new normal” rather than as the extraordinary state of our societies. In this sense, the authors identify more nuanced and updated consequences of short termism, centralization and parochialism that could shape the changes after the current crisis and the approach to next crisis to come (https://link.springer.com/book/10.1007/978-3-031-69598-8)

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Holdings
Item type	Current library	Collection	Call number	Copy number	Status	Date due	Barcode
Book	Indian Institute of Management LRC General Stacks	Human Resource and Organization Behvaiour	658.4056 FER (Browse shelf(Opens below))	1	Available		008584

Table of contents:
Introduction: The Clash of the Romance of Leadership with Real Practice During Crisis
A. Lavín Fernández, Carmelo Mazza
Pages 1-25
The Crisis in the Boardroom
A. Lavín Fernández, Carmelo Mazza
Pages 27-44
Short-Termism: What You Could Do Tomorrow Will Largely Depend on Your Doing Today
A. Lavín Fernández, Carmelo Mazza
Pages 45-67
“We Will Need to Check That”: Centralization and Control at the Boardroom During Crisis
A. Lavín Fernández, Carmelo Mazza
Pages 69-95
Parochialism and Conflict at the Boardroom During Crisis: The Difficult Balancing Act Between Self-interest and Organizational Goals
A. Lavín Fernández, Carmelo Mazza
Pages 97-130
Social Conformity and Adaptation to Norms: The Compliance Society
A. Lavín Fernández, Carmelo Mazza
Pages 131-143
The Transformation of Boardroom Education After Pandemic
A. Lavín Fernández, Carmelo Mazza
Pages 145-159
Conclusions, Prescriptions, and Predictions
A. Lavín Fernández, Carmelo Mazza
Pages 161-172
Back Matter
Pages 173-197
https://link.springer.com/book/10.1007/978-3-031-69598-8]

Crises, in the past, have been cyclical events in economic history. However, we are currently experiencing an acceleration of these cycles with shorter time span in-between major events. In a period of 20 years, from 2001 to 2021, we have lived three global major crisis events: The Twin Tower Attack on September 11th, 2001, the Financial Crash in 2008, and the Covid-19 pandemic from 2020.

In the first edition of this book, the authors explained the main decision-making patterns of behavior (i.e. short termism, centralization, and parochialism) that characterized the management processes of Boards of Directors during the financial crash. Now, in this revised and updated second edition, the authors explore the main commonalities and differences between decision making at the top during the previous financial crisis and during the most recent Covid 19 global pandemic, as well as during the inception of the war in Ukraine. In doing so they ask, is this a new crisis or just the “new normal” that businesses and organizations need to face after major catastrophic events?

By first reassessing the very meaning of the word ‘crisis,’ the authors explore the relationship between frequent crises, emergency cabinets and socially widespread fear as determinants of a “new normal” rather than as the extraordinary state of our societies. In this sense, the authors identify more nuanced and updated consequences of short termism, centralization and parochialism that could shape the changes after the current crisis and the approach to next crisis to come

(https://link.springer.com/book/10.1007/978-3-031-69598-8)

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