dc.creatorSantos, Rodrigo Antônio Silveira dos
dc.creatorBandeira-de-Mello, Rodrigo
dc.creatorCunha, Cristiano José Castro de Almeida
dc.date.accessioned2019-02-28T14:50:21Z
dc.date.accessioned2022-11-03T20:12:09Z
dc.date.available2019-02-28T14:50:21Z
dc.date.available2022-11-03T20:12:09Z
dc.date.created2019-02-28T14:50:21Z
dc.date.issued2016-07-18
dc.identifier1984-3046
dc.identifierhttp://hdl.handle.net/10438/26928
dc.identifier10.12660/joscmv9n1p94-109
dc.identifier56545
dc.identifier.urihttps://repositorioslatinoamericanos.uchile.cl/handle/2250/5033595
dc.description.abstractThis article reports results of a qualitative study that examined the leadership process during an organizational crisis in the Brazilian electrical sector. The studied organization is a company involved with the generation and distribution of electric energy, which faced a crisis because of the rupture of electricity-distribution cables that affected the energy supply chain for a whole city, during approximately 52 hours. In this context, the authors analyzed the crisis’ stages and the organizational crisis management phases, in order to identify the leadership tasks adopted by organizational leaders during the crisis response. The major challenges brought with the crisis were identified and it was analyzed the leadership tasks used to address challenges: sensemaking, decision making, meaning making, terminating and learning.
dc.languageeng
dc.publisherFGV EAESP
dc.relationJournal of Operations and Supply Chain Management
dc.rightsopenAccess
dc.sourcePeriódicos científicos e revistas FGV
dc.subjectCrisis leadership
dc.subjectCrisis management
dc.subjectCrisis response
dc.subjectCritical infrastructure breakdown
dc.subjectOrganizational leadership
dc.titleThe leadership process during an organizational crisis
dc.typeArticle (Journal/Review)


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