Auditing Crisis Management at Work: A Toolkit Including Individual and Contextual Predictors

Crisis management at work refers to how organizational members handle unexpected or unwanted critical events in their current operational (e.g., employees) and strategic (e.g., management) tasks and represents a key factor for the system’s effectiveness and success. The present research aimed to (1) develop and examine the psychometric properties of the Crisis Management at Work Scale (CMWS), including employees’ mastery of five crisis-related facets (preparedness, prevention, problem solving, achievement and helping others), and (2) examine individual-level dispositional mindfulness (i.e., describe, aware, non-judging, and non-reacting) and contextual-level mindful organizing factors (i.e., preoccupation with failure, reluctance to simplify, sensitivity to operations, commitment to resilience, and deference to expertise) as predictors of crisis management. Data (Study 1) from 791 employees in Italy supported the CMWS’s construct validity and reliability. Data (Study 2) from a two-wave design (N = 414) involving 84 Italian organizations and structural equation model results suggest that both employees’ (Time 1) mindfulness traits and mindful organizing contextual factors predict (Time 2) crisis management dimensions, with mindfulness traits exerting stronger effects. Furthermore, crisis management showed the highest association with the “aware” sub-dimension of mindfulness traits and the least association with the “deference to expertise” sub-dimension of mindful organizing. Overall, our multi-wave findings support the CMWS’s validity and provide an overarching conceptual framework for an organizational audit on both individual and contextual factors underpinning multi-faceted crisis management. Results are discussed in light of the relevance of crisis management for sustainable organizational effectiveness as well as thriving and survival in increasingly unstable and uncertain environments.