“READINESS”: A keystone concept beyond organizational crisis preparedness and resilience

Yan Jin*, W. Timothy Coombs, Yijing Wang, Toni G. L. A. van der Meer, Brittany N. Shivers

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

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Abstract

Driven by the academia‐industry co‐identified need to discover new keystones for
optimizing organizational crisis communication and management decision‐making, this concept paper proposes a new “READINESS” model. Grounded in the
organizational preparedness and resilience literature and drawing predominantly
from crisis communication and strategic conflict management elements, READINESS is examined as a multidimensional construct with multilevel efficacy, mental adaptability, and emotional leadership‐focused mindset, with a dynamic process‐ driven agility at its core. Another tenet is that READINESS is not just for crises but also essential to manage threats, risks, conflicts, and crises across the board, constantly shaped by complex informational environments and polarizing sociopolitical issues. We begin by articulating READINESS and then illustrate its
application in sticky crisis situations, followed by directions for future research,
practice, and training innovation and optimization.
Original languageEnglish
Article numbere12546
JournalJournal of Contingencies and Crisis Management
Volume32
Issue number1
DOIs
Publication statusPublished - Mar 2024

Bibliographical note

© 2024 The Authors. Journal of Contingencies and Crisis Management published by John Wiley & Sons Ltd.

Research programs

  • ESHCC M&C

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