Past Organizational Change and Managerial Evaluations of Crisis: A Case of Double-Loop Learning Effects in Non-Profit Organizations.

Purpose – This paper examines the critical effect of learning from past changes on employees' evaluations regarding the extent that a crisis can be controlled and prevented. It is suggested that previous changes incorporate elements of a double‐loop learning process that shape managerial perceptions of crisis controllability and crisis prevention.Design/methodology/approach – The present study is based on a field study of 225 NPOs. Using closed‐end questionnaires the issues pertaining to crisis and learning are examined.Findings – The results show that the mere experience of previous changes enhances managers' estimations of crisis control, but lowers their estimations of crisis prevention. These results indicate that using the double‐loop learning process contributes to a better understanding of organizational competence in non‐profit organizations.Research limitations/implications – The present study provides a starting‐point for further research, in which crisis is seen as the antecedent of possible le...

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