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Given the short time available for decision‐making during a crisis, a schema is considered useful to organizations both for making sense of crisis situations and for developing an effective crisis plan. As an effort to bridge the existing 'objective' and 'subjective' approaches in crisis classification, a schematic view of assessing crisis threats is elaborated in this study and a new instrument for empirical measurement is further developed. The study is based on a triangulated research design. Based on inductive research and a questionnaire survey, we developed a schematic framework using a measuring instrument for assessing crisis threats that has four dimensions: command incompetence, environmental pressure, information ambiguity, and coordination difficulties. Then, a comparative case study was used to justify the schematic framework.

This paper discloses the learning process and stakeholder relations in eco-innovation dynamics at a large state-owned wind turbine manufacture in China in the past 7 years. Based on an understanding of eco-innovation and eco-innovation dynamics, we propose an analytical framework of eco-innovation dynamics from a multi-perspective of learning, triple helix and path dependence. We find that, in case company's developing wind turbine business: (1) individual and collective learning were characterized by a Do-Use-Interact mode in product innovation and assembly procedure innovation and diverse learning approaches were employed; (2)its product development, marketing strategy and stakeholder relations were considerably affected by central government and local government on policies, directives, regulations; (3) co-R&D with foreign companies provided it an important learning platform on product development; (4) NGOs of industry associations and certification institutes involved behaved as semi-government authorities and their supposed role of providing expertized knowledge were weakened in view of case company.