CEO Decision Making under Crisis: An Agency Theory Perspective

IF 2.4 Q2 INFORMATION SCIENCE & LIBRARY SCIENCE
Amitrajit Sarkar, Stephen C. Wingreen, Paul B. Cragg
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引用次数: 5

Abstract

Organisational resilience has gained increasing attention in recent years. This paper focuses on information systems resilience, which is an aspect of organisational resilience. Given the potentially devastating implications of disruptions to organisations, understanding the dynamics of the successful adaption of IS within organisations indicates an important avenue for future research. In this paper, we adopt Agency Theory to develop a conceptual framework, focused on decision making and planning for IS resilience. Concourse theory and Q-methodology were used to develop a Q-sort questionnaire, which was refined through interviews with researchers and IS professionals. The resulting 37 statements were then sorted by eight CEOs of Small Medium Enterprises (SME). Q-sort methodology identified three types of decision makers from the data, each representing distinct collective perspectives. These types are described and discussed, along with implications of findings as well as suggestions for future research.
危机下CEO决策:代理理论视角
近年来,组织弹性受到越来越多的关注。本文主要研究信息系统弹性,这是组织弹性的一个方面。鉴于中断对组织的潜在破坏性影响,了解组织内成功适应信息系统的动态为未来的研究指明了一条重要途径。在本文中,我们采用代理理论来开发一个概念框架,重点关注IS弹性的决策和规划。通过对研究人员和信息系统专业人员的访谈,本文采用集合理论和q -方法论编制了q -排序问卷。然后由8位中小企业(SME)首席执行官对37个陈述进行排序。Q-sort方法从数据中确定了三种类型的决策者,每种类型代表不同的集体观点。对这些类型进行了描述和讨论,以及研究结果的含义以及对未来研究的建议。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
4.10
自引率
33.30%
发文量
0
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