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By Alberto Lavîn Fernández, Carmelo Mazza (auth.)
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Extra info for Boards Under Crisis: Board Action under Pressure
One of our interviewees for this book confessed: ‘I’d go even further than [talking about] selective divestiture. g. recover this asset or a similar one)’ (emphasis added). e. for non-listed ﬁrms)—or the tyranny of the stock market in the case of listed organizations (Dobbin and Jung, 2010). In such conditions, boards appear to simply choose between two evils: long-term risk for the organization or short-term threat for survival. Based on what we have said so far, we can more generally envisage that intensiﬁed crisis in the boardroom will be directly related to a reduced volume of corporate activity.
It is affecting everything and everywhere. I have just had today a lunch with (top) people from many 5 While the Mann Gulch tragedy does not speciﬁcally touch on TMTs, it clearly illustrates what happens when organizational rules and leadership references collapse; thus it has clear direct implications for TMTs during crisis. 6 Researchers (Milburn, Schuler and Watman, 1983) had already explored reactions in front of crisis or threat, both from the individual and organizational perspectives and from a wider, less short term oriented perspective.
The tough thing is when there is little food missing and, suddenly, the lights are turned off. This is a good metaphor for crisis. ’ Short-termism and parochialism may be considered as somehow ‘structurally’ present in the boardroom (the former very particularly for listed ﬁrms) also in non-crisis times. indd 38 3/21/2014 10:37:36 AM 39 Crisis in the Boardroom well known in managerial literature (Cameron, Kim and Whetten, 1987; Cameron, Whetten and Kim, 1987) and is intrinsic to the nature of small groups of people in decision-making situations under pressure (Driskell and Salas, 1991).