Handbook of Research on Strategic Human Capital Resources
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Handbook of Research on Strategic Human Capital Resources

Edited by Anthony J. Nyberg and Thomas P. Moliterno

Strategic human capital resources are a relatively new construct with a scholarly literature that is still evolving. Work in this area requires the integration of multiple theoretical perspectives and empirical approaches, but that integration rarely occurs. Within these pages, the editors have combined the voices of leading scholars from a wide range of disciplinary backgrounds to provide a comprehensive introduction to the current state of the field.
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Chapter 22: Organizational crisis: the need for transformative boards and top management teams

Margarethe Wiersema

Abstract

While executive selection and board appointments represent some of the most important decisions made by the board, little is known about the process and practices that determine the firm’s strategic human capital resources. In light of an environment of increased scrutiny and accountability, and as a result of changes in technological and market forces, the potential for organizations to find themselves with a crisis as a result of malfeasance, personal misconduct, or errors of judgement is not set to diminish. This chapter seeks to highlight the importance of the firm’s strategic human capital resources to prevent and manage an organizational crisis. For firms to be better equipped at handling such negative events, boards must continually enhance and renew the skills, knowledge, and experiences residing in the firm’s leadership. In doing so, companies can become more adept in preventing the occurrence of an organizational crisis and in providing leadership to mitigate the effects of such events when they do occur.

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