Crisis management: a post-pandemic framework proposition and lessons learned at Hyundai Motor Brazil

Purpose – This study relies on the lessons learned from the recent pandemic crisis to propose a conceptual framework for organizational crisis management and illustrate its application in an organization that effectively protected its competitive position during the crisis. Design/methodology/approach – Building upon the resource-based view and the dynamic capability theoretical framework, we first conducted a systematic literature review that involves content and bibliographic analysis. Subsequently, we developed a conceptual crisis management framework and applied it to the case of Hyundai Motor Brazil. Findings – The systematic literature review found innovation and knowledge management as prominent response mechanisms to the pandemic crisis whereas the case provided a better understanding on how these mechanisms contributed to crisis navigation. Practical implications – Managers will find valuable insights into the importance of linking risk management and crisis management, and leveraging innovation and knowledge to enhance resilience, with straightforward operationalization for benchmark. Originality/value – This paper is original for relating enterprise risk management, innovation and knowledge management to each phase of existing crisis management processes. It enriches the theoretical and practical debate on the dynamic capabilities’ perspective of risk and crisis management