PurposeThe purpose of the study is to determine which of individual competencies, team collaboration and clarity of roles and tasks assigned predict the decision speed of such task forces and which have the most impact.Design/methodology/approachThe study looked at data from six continents and participants were at different organizational levels. Using a vignette methodology the data was examined using a factorial analysis by linear multilevel regression.FindingsAll of the independent variables contribute to high decision speed. Individual competencies seem to be the most important predictor of performance. Prior crisis management training appears to be associated with higher expectations regarding clarity of tasks and roles. It is possible that competent individuals are effective both independently and when influenced by transformational leaders.Research limitations/implicationsLimitations: decision speed was measured using only one item, the measurement of decision speed was based on the perceptions of respondents, the snowballing technique gives little control over the representativeness of the sampling. Strengths: the methodology was such as to be able to reach a sample of experts quickly, the rapid implementation of the study contribute to a better understanding of temporary organizations in crisis management.Practical implicationsThe study suggests that selection of task force members is important but also that competent individuals can be effective even when not working in their specialist roles or embedded in clear structures. Team selection is therefore of great importance.Originality/valueThe simplicity of the design is such as to elicit an adequate response rate from a global sample of professionals even though they were under pressure in managing a crisis. The value of this study is enhanced by the speed at which it was conducted and its results were published.
Outpacing the pandemic?: Decision speed of COVID-19 task forces