ABSTRACT
This chapter postulates that managerial evaluations of crisis containment (CC) and crisis predictability (CP) reflect the way managers perceived the influence of past radical changes in non-profit service organizations (NPOs). The first limitation concerns the dataset, which did not allow a distinction to be made between managers positive and negative experiences from past changes. The chapter focuses on how managerial perceptions reflect experiences from past changes on present perceptions. A cross-cultural study involving NPOs would be particularly interesting, and could examine culture-based managerial evaluations towards change and crisis and global tendencies that make these differences salient in a world characterized by increasing international regional cooperation. Managers in crisis-prone organizations often develop faulty presumptions and defence mechanisms regarding their perceived vulnerability. Crisis preparedness as an inevitable ingredient of crisis management (CM) has become an increasingly important research theme in the wider domain of management as both practitioners and scholars acknowledge the magnitude and repercussions of multidimensional crises.
