ISSN: 2222-6990
Open access
This study examines the impact of strategic improvisation, particularly its dimensions of strategic vigilance and strategic agility, on crisis management practices specifically crisis containment and crisis fragmentation within Jordanian Islamic banks. A descriptive-analytical approach was employed, utilizing a questionnaire as the primary data collection tool. The study's sample consisted of 340 managers from a population of 1,600 employees in the management departments of Jordanian Islamic banks. The results revealed that both the dimensions of strategic improvisation and crisis management practices held high relative importance. Furthermore, a statistically significant positive effect of strategic improvisation on crisis management practices was observed. Data analysis and hypothesis testing were performed using SPSS. Based on these findings, the study recommends adopting an approach that breaks down crises into subcomponents, prioritizing them according to their impact, and enhancing management teams’ ability to respond swiftly through regular training. Additionally, continuous updates of plans and procedures are recommended to align with the dynamic nature of crises.
Al-Ayyash, S., & Mubarak, A. (2023). Strategic vigilance and its impact on crisis management at the Mental Health Hospital in Asir region. Ramah Journal of Research and Studies, 75(2). [in Arabic]
Al-Ardan, A. A. (2023). Practicing strategic improvisation and its relationship with job embeddedness among academic leaders at the University of Hail. Journal of Social and Human Studies, 42(197), 1–25. [in Arabic]
Al-Bashqali, M. M., & Sultan, H. R. (2021). The role of strategic improvisation in achieving strategic sovereignty: An exploratory study of administrative leaders’ opinions in a sample of private universities in the Kurdistan region of Iraq. Arab Journal of Administration, 41(1), 95–126. [in Arabic]
Al-Aleimat, S., & Suleiman, M. (2024). The impact of strategic intelligence on crisis management: The mediating role of entrepreneurship in Jordanian pharmaceutical companies (Doctoral dissertation, World Islamic Sciences and Education University, Graduate School). [in Arabic]
Al-Anzi, M. D. A., Abu Al-Qumsan, M. A., & Al-Mantawi, E. S. (2024). The impact of activating the use of crisis management strategies to improve the performance of civil society institutions in the State of Kuwait. Journal of Contemporary Commercial Studies, 10(17), 869–905. [in Arabic]
Al-Hajahjeh, D. A., & Al-Khashali, S. J. (2024). The impact of strategic foresight on the effectiveness of crisis management: The mediating role of organizational innovation in Jordanian commercial banks (Doctoral dissertation, World Islamic Sciences and Education University). [in Arabic]
Al-Hassan, Q. H. (2022). The impact of big data on enhancing strategic improvisation during the reconstruction and economic recovery phase. Al-Baath University Journal – Economic Sciences Series, 44(27), 45–70. [in Arabic]
Aliwa, S. (2004). Crisis and disaster management. Cairo: Al-Ameen Publishing. [in Arabic]
Al-Ta’i, O., & Hazem, B. (2024). The impact of strategic improvisation and its dimensions on enhancing organizational rhetoric: An applied study in the Directorate of Mosul Municipality. Kirkuk University Journal for Administrative and Economic Sciences, 14(1). [in Arabic]
Al-Tarawneh, R. M. (2024). The role of organizational improvisation in crisis management methods: The moderating role of strategic vigilance – A field study on Jordanian commercial banks. International Journal of Modern Economic and Administrative Studies, 1(1), 33–52. https://doi.org/10.37275/IJMECS.2024.1595 [in Arabic]
Darwazeh, S. S., & Khrisat, D. A. (2023). The impact of smart organizations on crisis management methods in Greater Amman Municipality. Zarqa University Journal for Human Studies, 23(3), 145–162. [in Arabic]
Laznam, M. A. M. (2020). Security crisis management under international variables. Amman: Saleh bin Salloum Publishing. [in Arabic]
Association of Banks in Jordan. (2023). Annual report of the Jordanian banking sector. Amman: Association of Banks in Jordan. [in Arabic]
Al-Dahash, H., Kulatunga, U., & Pathirage, C. (2016). The importance of effective crisis management at the early stages of a crisis life cycle. Procedia Engineering, 164, 255–262.
Al-Dmour, R., Masa’deh, R., & Obeidat, B. (2023). The impact of strategic vigilance on crisis management in the Jordanian dairy companies: The mediating role of organizational learning. International Journal of Business and Management, 18(3), 45–62. https://doi.org/10.5539/ijbm.v18n3p45
Al-Mohsen, Y. A., & Jamal, D. H. (2023). The impact of organizational prosperity in tourism crisis management: A survey study in the Ministry of Culture, Tourism and Antiquities. World Economics and Finance Bulletin, 14(2), 99–111.
Boin, A., ’t Hart, P., Stern, E., & Sundelius, B. (2005). The politics of crisis management: Public leadership under pressure. Cambridge University Press.
Coombs, W. T. (2007). Protecting organization reputations during a crisis: The development and application of situational crisis communication theory. Corporate Reputation Review, 10(3), 163–176.
Coombs, W. T. (2014). Ongoing crisis communication: Planning, managing, and responding (4th ed.). Sage Publications.
Cunha, M. P. e., Gomes, E., Mellahi, K., Miner, A. S., & Rego, A. (2020). Strategic agility through improvisational capabilities: Implications for a paradox-sensitive HRM. Human Resource Management Review, 30(1), Article 100695.
Cunha, M. P., da Cunha, J. V., & Kamoche, K. (1999). Organizational improvisation: What, when, how and why. International Journal of Management Reviews, 1(3), 299–341.
Day, G. S. (1994). The capabilities of market-driven organizations. Journal of Marketing, 58(4), 37–52.
Doz, Y. L., & Kosonen, M. (2010). Embedding strategic agility: A leadership agenda for accelerating business model renewal. Long Range Planning, 43(2–3), 370–382.
Falkheimer, J., & Gentzel Sandberg, K. (2018). The art of strategic improvisation: A professional concept for contemporary communication managers. Journal of Communication Management, 22(2), 253–258. https://doi.org/10.1108/JCOM-03-2018-0020
Fink, S. (2002). Crisis management: Planning for the inevitable. iUniverse.
Hempel, P. S., Zhang, Z. X., & Han, Y. (2012). Team empowerment and the organizational context: Decentralization and the contrasting effects of formalization. Journal of Management, 38(2), 475–501. https://doi.org/10.1177/0149206309342891
Hijjawi, G. S. (2023). Impact of strategic agility on business continuity management (BCM): The moderating role of entrepreneurial alertness: An applied study in Jordanian insurance companies. International Journal of Business and Management, 18(3), 45–62. https://doi.org/10.5539/ijbm.v18n3p45
Hmieleski, K. M., & Corbett, A. C. (2008). The contrasting interaction effects of improvisational behavior with entrepreneurial self-efficacy on new venture performance and entrepreneur work satisfaction. Journal of Business Venturing, 23(4), 482–496.
Hermann, C. F. (1963). Some consequences of crisis which limit the viability of organizations. Administrative Science Quarterly, 8(1), 61–82.
Hughes, P., Morgan, R. E., Hodgkinson, I. R., Kouropalatis, Y., & Lindgreen, A. (2020). A diagnostic tool to determine a strategic improvisation readiness index score (IRIS) to survive, adapt, and thrive in a crisis. Industrial Marketing Management, 88, 485–499. https://doi.org/10.1016/j.indmarman.2020.05.020
Karam, M. G. (2018). The impact of strategic planning on crisis management styles in the 5-star hotels. Journal of Hotel & Business Management, 7(1), 1–9. https://doi.org/10.4172/2169-0286.1001171
Levallet, N., & Chan, Y. E. (2016). IT capabilities and strategic improvisation: A multi-method investigation. Proceedings of the 22nd Americas Conference on Information Systems (AMCIS 2016), 1–10.
Lesca, H., & Chokron, M. (2003). Veille stratégique: La méthode L.E.SCAnning. Editions EMS.
Mamédio, D. F., Cunha, M. P. e., & Meyer Jr., V. (2022). Strategic improvisation: An introductory conceptual framework. Cross Cultural & Strategic Management, 29(1), 24–47. https://doi.org/10.1108/CCSM-03-2021-0044
Miner, A. S., Bassoff, P., & Moorman, C. (2001). Organizational improvisation and learning: A field study. Administrative Science Quarterly, 46(2), 304–337.
Mitroff, I. I. (2005). Why some companies emerge stronger and better from a crisis: 7 essential lessons for surviving disaster. AMACOM.
Moorman, C., & Miner, A. S. (1998). Organizational improvisation and organizational memory. Academy of Management Review, 23(4), 698–723. https://doi.org/10.5465/amr.1998.1255637
Pearson, C. M., & Mitroff, I. I. (1993). From crisis prone to crisis prepared: A framework for crisis management. Academy of Management Executive, 7(1), 48–59.
Sekaran, U., & Bougie, R. (2016). Research methods for business: A skill-building approach (7th ed.). Wiley.
Tabesh, P., & Vera, D. M. (2020). Top managers’ improvisational decision-making in crisis: A paradox perspective. Management Decision, 58(10), 2235–2256. https://doi.org/10.1108/MD-08-2020-1060
Vera, D., & Crossan, M. (2005). Improvisation and innovative performance in teams. Organization Science, 16(3), 203–224.
Verweire, K., & Vandenbempt, K. (2024). Firefighters at work: How strategic improvisation enables agile and creative responses. Journal of Management Inquiry. https://doi.org/10.1177/10564926241253512
Walsh, J. P., & Ungson, G. R. (1991). Organizational memory. Academy of Management Review, 16(1), 57–91. https://doi.org/10.5465/amr.1991.4278992
Weber, Y., & Tarba, S. Y. (2014). Strategic agility: A state-of-the-art introduction to the special section on strategic agility. California Management Review, 56(3), 5–12. https://doi.org/10.1525/cmr.2014.56.3.5
Weick, K. E. (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative Science Quarterly, 38(4), 628–652.
Al-Tahhan, M. T. (2026). The Impact of Strategic Improvisation on Crisis Management Practices in Jordanian Islamic Banks. International Journal of Academic Research in Business and Social Sciences, 16(3), 65-86.
Copyright: © 2026 The Author(s)
Published by HRMARS (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode