Antecedents of creative decision making in organizational crisis: A team-based simulation

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    36 Scopus citations


    Although it has been claimed that the devastation and complexities that characterize an organizational crisis may be addressed most effectively with creative solutions, theoretical and empirical research examining this challenge is scarce. We developed a theoretical model concerning creative decision making during organizational crisis for crisis management teams. To test this theory, we collected data from 191 individuals in 37 teams who participated in multi-hour, multi-phased organizational crisis simulations in the United States and Canada. Using regression analysis, we found that crisis management teams generated a creative decision when they were familiar with solutions, trusted their team members, and had creative intentions. This study supports organizational efforts to leverage education, training and accountability to reinforce creativity in crisis decision making.

    Original languageEnglish (US)
    Pages (from-to)1234-1251
    Number of pages18
    JournalTechnological Forecasting and Social Change
    Issue number8
    StatePublished - Oct 2007


    • Creativity
    • Decision making
    • Organizational crisis management
    • Teams

    ASJC Scopus subject areas

    • Business and International Management
    • Applied Psychology
    • Management of Technology and Innovation


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