Crisis management or crisis response system?

Purpose – To offer a complexity‐informed framework for the design of an effective organizational crisis response system. Design/methodology/approach – A narrative analysis of the crisis response in a hotel chain facing a major food poisoning outbreak, seen from a complexity theory perspective. Data were collected through 17 in‐depth interviews of persons involved in the crisis response and through analysis of secondary data. Findings – The analysis identified weaknesses in the chain's crisis response and complexity theory provided a good theoretical foundation of the proposals to overcome them. Practical implications – Organizations should redefine the role of crisis management plans and crisis management teams. An effective crisis response should be viewed as a living (co‐evolving) system within the organization. By adopting complexity principles the organization can make this system far more effective. Originality/value – The paper is among the very few that deal with crisis management from a complexity perspective.