ORIGINAL ARTICLE
What drives crisis readiness? An assessment of managers in the United States: The effects of market turbulence, perceived likelihood of a crisis, small- to medium-sized enterprises and innovative capacity
John A. Parnell,
William “Rick” Crandall,
Corresponding Author
John A. Parnell
Department of Management and Marketing, College of Business, University of North Alabama, Florence, AL, USA
Correspondence
John A. Parnell, Department of Management and Marketing, College of Business, University of North Alabama, P.O. Box 5017, Florence, AL 35632, USA.
Email: [email protected]
Search for more papers by this authorWilliam “Rick” Crandall
School of Business, University of North Carolina at Pembroke, Pembroke, NC, USA
Search for more papers by this author
John A. Parnell,
William “Rick” Crandall,
Corresponding Author
John A. Parnell
Department of Management and Marketing, College of Business, University of North Alabama, Florence, AL, USA
Correspondence
John A. Parnell, Department of Management and Marketing, College of Business, University of North Alabama, P.O. Box 5017, Florence, AL 35632, USA.
Email: [email protected]
Search for more papers by this authorWilliam “Rick” Crandall
School of Business, University of North Carolina at Pembroke, Pembroke, NC, USA
Search for more papers by this authorAbstract
We investigate four contributors to crisis readiness: market turbulence, innovative capacity, perceived likelihood of a crisis (PLC) and firm size. Results from a PLS-SEM assessment of 284 managers in the United States suggest that market turbulence is not only a precursor to crisis readiness but also affects PLC and innovative capacity in firms. We conclude that managers in SMEs were more likely to expect a crisis but less prepared to address one when it strikes.
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