Purpose The purpose of this paper is to explore the complex nature of cyber crisis readiness and the process and mechanisms to develop and sustain it in organizations. Design/methodology/approach The authors utilized qualitative research methods and followed an abductive approach. The data were collected through in-depth semi-structured interviews with cyber experts and managers and corporate data analysis from small to large Swiss companies in five data-sensitive industries, ranging from telecommunications to insurance. The data were organized according to the contextual framework developed in the study, and the emerging codes and categories were compared with existing frameworks. Findings The paper provides an empirical insight into the understanding and practice of crisis readiness in cyber risk and crisis context. The findings are organized in three parts: First, cyber crisis readiness is built upon structured preparedness, collaborative prevention and an adapting foresight mindset. Second, we uncover behavioral and communication microfoundations and practice-level routines through which organizations internalize readiness. Third, we identify cyber crisis leadership as a relational and adaptive capability critical for fostering cyber crisis readiness. Research limitations/implications This study’s qualitative approach provides rich insights but limits generalizability due to the small sample size and focus on Swiss organizations across select industries. The reliance on self-reported data from interviews may introduce bias, and the rapidly evolving nature of cyber threats means some findings could quickly become outdated. This study advances understanding of the behavioral, communicative and leadership aspects of cyber crisis readiness but has limitations that suggest future research directions. These include expanding beyond a small, expert sample to more diverse organizations, adopting longitudinal methods to capture evolving readiness and using observational approaches to study routines in action. Further inquiry is needed into informal and adaptive leadership in low-resource settings and the emotional and narrative dimensions of readiness and organizational adaptation to artificial intelligence (AI)-driven threats. Overall, future research should integrate behavioral, structural, and leadership perspectives to develop more dynamic, context-sensitive frameworks for cyber resilience in a fast-changing digital world. Practical implications This study outlines key managerial actions to strengthen cyber crisis readiness. It emphasizes reframing cybersecurity as a shared organizational responsibility beyond information technology. Readiness requires not just technical measures but also adaptive behaviors, trust and psychological safety. Emotionally intelligent leadership and active executive involvement are vital to mobilize teams. Even with limited resources, firms can foster strong cyber cultures through creative routines. Managers must adapt to evolving threats, including AI risks and conduct post-crisis reviews to institutionalize learning. Readiness is a dynamic capability blending structure, behavior and foresight – requiring a mindset shift from compliance to resilience in today’s rapidly changing digital environment. Social implications The paper highlights the broader societal importance of advancing cyber readiness. By fostering collaborative prevention strategies and emphasizing leadership’s role in cultivating adaptive, inclusive cultures, organizations can mitigate cyber threats that transcend industries and borders. These efforts contribute to safeguarding critical infrastructure and sensitive data and ensuring business continuity, which are vital for societal stability. Originality/value To our knowledge, this is the first study to explore cyber crisis readiness and the process of achieving it. It offers new insights into the behavioral, communicative, and leadership dimensions. Both managers and employees can benefit from these findings. The study demonstrates that cyber crisis readiness goes beyond technology and preparedness, and its success is based on emotional activation and behavioral change.
Björck et al. (Wed,) studied this question.