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It is time to rethink and reframe crisis management. The literature in this crucial domain of organizational research and practice is missing the mark. Whereas much of the research is focused on the large-scale crises that blindside companies, the reality in today’s business environment is quite different. True, some organizations experience large-scale crises to which they must respond. But, crises are relative to what organizations expect will not fail; almost all organizations experience much smaller-scale crises on a day-to-day basis. And while these events may not cost lives, they can affect market shares, legitimacy, careers, and livelihoods. If we take seriously the idea that the meaning of a crisis is contextual; then it is crucial to better understand how crises originate in the "crucible of the quotidian" (Taylor & Van Every, 1999), in the organization’s day-to-day recurring events. And it is equally important to understand the role that resilience can play as a possible critical "antidote." Reframing the crisis management literature around resilience encourages scholars to rethink crisis and consider a much broader domain of literature and empirical evidence. It also helps to more centrally situate the work and corresponding contributions in organization theory from the periphery where it has lingered for decades despite increasing attention in the business world. By bringing together an internationally recognized group of scholars who have studied crises big and small, this symposium will take a significant step in advancing knowledge and provoking new directions in crisis management research.

With permission of the Academy of Management

Patent-based measures are frequently used indicators in empirical research on innovation and technology as well as firms’ strategies and organizational choices. We contribute to their validation in a unique setting that allows us to combine data on product commercialization in the pharmaceutical industry with the underlying patents on the level of individual products. Our findings draw a complex picture regarding the information content of various patent indicators are bear important implications for the use and the proper interpretation of these indicators in settings where they are employed to describe outcomes beyond the patent system itself.

With permission of the Academy of Management