Table 1 Crisis modes, CEO succession,... | Emerald Publishing

Table 1

Crisis modes, CEO succession, strategic actions, and SHRM implications

Crisis MODE	CEO decision	Strategic actions	SHRM implications
Low	Retain existing CEO (Spender and Grinyer, 1995)	Customer focus Product innovation	HR principles/policies: staffing and training for change readiness and new objective alignment HR programs/practices: bundled activities with job designs and rewards for employee empowerment and knowledge sharing
Low	Promote from within - Contender (Shen and Cannella, 2002)	Reassess TMT Emphasize strategic changes Decrease unnecessary disruption	HR principles/policies: bundled HR activities, job designs, and reward structures supporting employee empowerment and knowledge sharing HR climate: collective learning and participative decision-making
High	Hire from outside - Outsider (Brege and Brandes, 1993; Spender and Grinyer, 1995)	Shift in mental models Reinvent corporate image Realign existing TMT Internal crisis communication	HR principles/policies: leverage internal and external human capital assets to rebuild corporate image HR programs/practices: staffing (selective shedding and targeted hiring), training for unlearning and culture change
High	Re-hire former CEO/Founder (Research gap identified)	Redirect strategic focus Renew corporate image Revitalize the organization	HR programs and practices: bundled activities emphasizing shift in mental models, unlearning of inefficient practices, embracing of more efficient practices, and organizational revitalization

Crisis MODE	CEO decision	Strategic actions	SHRM implications
Low	Retain existing CEO (Spender and Grinyer, 1995)	Customer focusProduct innovation	HR principles/policies: staffing and training for change readiness and new objective alignmentHR programs/practices: bundled activities with job designs and rewards for employee empowerment and knowledge sharing
Low	Promote from within - Contender (Shen and Cannella, 2002)	Reassess TMTEmphasize strategic changesDecrease unnecessary disruption	HR principles/policies: bundled HR activities, job designs, and reward structures supporting employee empowerment and knowledge sharingHR climate: collective learning and participative decision-making
High	Hire from outside - Outsider (Brege and Brandes, 1993; Spender and Grinyer, 1995)	Shift in mental modelsReinvent corporate imageRealign existing TMTInternal crisis communication	HR principles/policies: leverage internal and external human capital assets to rebuild corporate imageHR programs/practices: staffing (selective shedding and targeted hiring), training for unlearning and culture change
High	Re-hire former CEO/Founder (Research gap identified)	Redirect strategic focusRenew corporate imageRevitalize the organization	HR programs and practices: bundled activities emphasizing shift in mental models, unlearning of inefficient practices, embracing of more efficient practices, and organizational revitalization