Relevant bibliographies by topics / Communication in crisis management – Kenya

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Communication in crisis management – Kenya'

Author: Grafiati
Published: 4 June 2021
Last updated: 16 February 2022

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Journal articles on the topic "Communication in crisis management – Kenya"

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Ngoye, Ben Otieno, Halima Saado, and Caroline Wambui Gachari. "Who could have seen this coming? The Kenya red cross society and the drought appeal of 2019." Emerald Emerging Markets Case Studies 11, no. 2 (May 17, 2021): 1–20. http://dx.doi.org/10.1108/eemcs-03-2020-0069.

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Learning outcomes The case will be useful in helping learners: to appreciate concepts in and develop the necessary understanding to apply relevant theories in crisis communications; to identify communications issues along with the evolution of a crisis; to understand the importance and role of a crisis communications team; and to develop skills in writing a crisis communications plan. Case overview/synopsis The case is a narration of the experiences of the Kenya Red Cross Society (KRCS) as it launched the Kenya drought appeal in March 2019, and the unexpected media and public backlash that ensued. The background is that of an unusual-yet-previously-predicted dry spell, consequent drought and famine, alleged famine-related deaths, mixed signals from the national and county government and a hitherto well-regarded institution (the KRCS) coming in to launch an appeal aimed at raising funds to help alleviate the effects of the prolonged drought and consequent famine in the northern parts of the country. Unfortunately, a major media and public backlash that was not foreseen by KRCS ensued, and it threatened the reputation and very existence of the organization. Drawing on interviews and secondary material in the public domain, the case focuses on how the KRCS navigates the media and public backlash that ensued following the funding appeal. The case is interesting because of the type of organization involved (a not-for-profit institution set up as auxiliary to the government and of good repute), the nature of the problem (reputational crisis and attendant risk management), the setting (a LMIC in sub-Saharan Africa) and the level of analysis (organizational rather than individual decision-making).[AQ1] Complexity academic level Masters level – MBA, Executive MBA, Master’s in Public Management, Master’s in Communication and/or similar courses. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
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Mäkinen, Maarit, and Mary Wangu Kuira. "Social Media and Postelection Crisis in Kenya." International Journal of Press/Politics 13, no. 3 (July 2008): 328–35. http://dx.doi.org/10.1177/1940161208319409.

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Eldridge, Chad C., Debra Hampton, and Julie Marfell. "Communication during crisis." Nursing Management 51, no. 8 (August 2020): 50–53. http://dx.doi.org/10.1097/01.numa.0000688976.29383.dc.

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Olsson, Eva-Karin. "Crisis Communication in Public Organisations: Dimensions of Crisis Communication Revisited." Journal of Contingencies and Crisis Management 22, no. 2 (April 8, 2014): 113–25. http://dx.doi.org/10.1111/1468-5973.12047.

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Wodak, Ruth. "Crisis communication and crisis management during COVID-19." Global Discourse 11, no. 3 (May 1, 2021): 329–53. http://dx.doi.org/10.1332/204378921x16100431230102.

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This paper presents results from a comparative and qualitative discourse-historical analysis of governmental crisis communication in Austria, Germany, France, Hungary and Sweden, during the global COVID-19 pandemic lockdown from March 2020 to May 2020 (a ‘discourse strand’). By analysing a sample of important speeches and press conferences by government leaders (all performing as the ‘face of crisis management’), it is possible to deconstruct a range of discursive strategies announcing/legitimising restrictive measures in order to cope with the COVID-19 pandemic where everybody is in danger of falling ill, regardless of their status, position, education and so forth. I focus on four frames that have been employed to mitigate the ‘dread of death’ (<xref ref-type="bibr" rid="CIT0004">Bauman, 2006</xref>) and counter the ‘denial of death’ (<xref ref-type="bibr" rid="CIT0006">Becker, 1973/2020</xref>): a ‘religious frame’, a ‘dialogic frame’, a frame emphasising ‘trust’, and a frame of ‘leading a war’. These interpretation frameworks are all embedded in ‘renationalising’ tendencies, specifically visible in the EU member states where even the Schengen Area was suddenly abolished (in order to ‘keep the virus out’) and borders were closed. Thus, everybody continues to be confronted with national biopolitics and body politics (<xref ref-type="bibr" rid="CIT0092">Wodak, 2021</xref>).
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Strandberg, Julia Matilda, and Orla Vigsø. "Internal crisis communication." Corporate Communications: An International Journal 21, no. 1 (February 1, 2016): 89–102. http://dx.doi.org/10.1108/ccij-11-2014-0083.

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Purpose – The purpose of this paper is to contribute to the study of internal crisis communication, not only the communication from the management to the employees, but also the employees’ communication with each other, in order to highlight the role of communication in the employees’ sensemaking during a crisis situation. Design/methodology/approach – The study was conducted as interviews with both managers and employees at a municipality in the Stockholm region, where a former employee had just been accused of embezzling approx. 25 million SEK. The interviews were analysed with particular interest to descriptions of how information was communicated, and how the sensemaking process developed. Findings – The crisis communication was successful when it came to informing external stakeholders and media. But the management and the employees had different views on the communication. The employees felt that management did not present all the information they needed, which made their sensemaking based on assumptions and rumours, and on the culture in the unit. Management interpreted that the crisis was not due to a culture problem, while the employees felt that there was a shared responsibility. Blaming the former employee was perceived as a way of dodging the cultural problems. Practical implications – Conclusions can be generalized into three points: first, differences between external and internal crisis communication need to be taken into account. Second, a crisis can strengthen existing patterns within a dysfunctional culture. Third, do not use single employees as scapegoats, putting all blame on them. Originality/value – The study shows the significance of culture and rumour as components of sensemaking in a crisis situation. The results should be applicable to most kinds of organizations, commercial or not.
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Coombs, W. Timothy. "Teaching the crisis management/communication course." Public Relations Review 27, no. 1 (March 2001): 89–101. http://dx.doi.org/10.1016/s0363-8111(01)00072-8.

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Payne, Lisa Lyon. "Synthesizing Crisis Communication and Reputation Management." Journal of Promotion Management 12, no. 3-4 (September 2006): 161–87. http://dx.doi.org/10.1300/j057v12n03_10.

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Perry, Danielle C., Maureen Taylor, and Marya L. Doerfel. "Internet-Based Communication in Crisis Management." Management Communication Quarterly 17, no. 2 (November 2003): 206–32. http://dx.doi.org/10.1177/0893318903256227.

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Snoussi, Thouraya. "Social Media for Crisis Communication Management." International Journal of Business and Management Research 8, no. 3 (September 30, 2020): 64–72. http://dx.doi.org/10.37391/ijbmr.080302.

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This paper analyzes trends related to the role of social media in crisis communication. The author posed a question about the attitudes of online media actors (communication, public relations and marketing experts) towards using social media as a strategic communication tool in times of crisis; Emphasis on two different crises: the 2016 Turkish political crisis and the global health pandemic (COVID-19) in 2020. Communications actors' perceptions and behaviors of social media in times of crisis were tracked through a mixed method (a content analysis of 40 online publications about the military coup attempt in Turkey, and 20 semi structured in-depth interviews about the usage of social media during the quarantine period). The results showed that social media is a lifeboat that is provided to organizations in times of crisis, as communication with customers becomes a vital factor in managing critical situations. Meanwhile, some participants expressed reservations about confidence in the use of social media in times of crisis, stressing that these networks are a double-edged sword. As the keyword for crisis management, a strategic communication plan should take place via social media to discuss customer inquiries with clients, answer their questions, and try to reduce their anxiety, according to the interviewee.
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Dissertations / Theses on the topic "Communication in crisis management – Kenya"

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Abrache, Cassandra. "Crisis Communication Management: -A Case Study of Oxfam’s 2018 Credibility Crisis." Thesis, Örebro universitet, Institutionen för humaniora, utbildnings- och samhällsvetenskap, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-75154.

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The growth of social media has set demands on organizations to be online and interact with stakeholders, especially during a crisis. The public are no longer seen as passive receivers of marketing messages. Previous studies have shown that the need for information increases during a crisis. Social media can be a powerful tool if is used strategically. This case study looks deeper into Oxfam’s 2018 Haiti sexual exploitation scandal, as an attempt to understand how organizations communicate on social media during a crisis. By co-applying multimodal critical discourse analysis (MCDA) and the social-mediated crisis communication (SMCC) model, a broader understanding of how the crisis was handled can be developed. The data consists of four Instagram posts that will be analyzed, drawing upon four multimodal frameworks from Machin (2017): Iconography: the ‘hidden meanings’ of images; The meaning of color in visual design; The meaning of typography; and Representation of social actors in images. In order to obtain a broader picture of the strategies, key public and relationships, the components of the SMCC model will be identified and presented for this case. The result of this study shows that multiple response strategies have been used to communicate both tailored messages and unified organizational messages. It is apparent that Oxfam did not have a clear strategy and altered between apologizing, “blaming” individuals within the organization and distancing themselves from the crisis.
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Martin, Damion R. "Culture and crisis communication : the use of intercultural communication in public relations crisis management planning." Scholarly Commons, 2011. https://scholarlycommons.pacific.edu/uop_etds/787.

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This study set out to explore how multinational corporations incorporated the issue of culture into the planning process for crisis management. The research used a case study method with unstructured interviews conducted via email, phone and in person, and focused on the U.S. and Japan. Four of the interview subjects were established public relations professionals with experience in both countries, and one subject is a professor of intercultural communications in Japan. All interviews were transcribed and approved by the interview subjects before being analyzed and catalogued into themes. Those themes were then reviewed compared to the intercultural communications theoretical framework of power distance, high-context vs. low-context communications, and individualism vs. collectivism. Results revealed three main themes, including differences in PR between Japan and the United States, belief that culture should play a more substantial role in crisis communications, and actual use of culture in crisis communications. Responses showed that, regardless of a collective belief that culture should play a substantial role in crisis r;;- management, intercultural communication components often take over in emergencies. In conclusion, while all interview subjects saw value in cultural response, the broad scope of what that entails made it an impractical endeavor. Further, responses showed that the planning stage is not the most effective place to integrate culture into crisis communication. Research did suggest, however, that an updated PR model, adapted from the R.A.C.E. method, that incorporates elements of cultural communication consideration between the Action Planning and Communication stages could beneficial.
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Zhao, Jingyang. "Chinese Government, Weibo, Crisis Management." Ohio University / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1368019728.

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Hlela, Nomfundo. "Exploring best practices for crisis communication." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/15060.

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In the past few decades, corporate crises have received high media attention and revealed the impact that a disaster can have on a company’s reputation. A breadth of scholarly literature has already analysed crisis communications and key elements of an effective response. In this study I examine crisis communications strategies of two companies (British Petroleum and Domino’s Pizza) who responded differently when faced with a crisis. The study will explore the companies’ actions and various media materials including public statements, press releases and social media platforms. This information will be presented alongside corresponding news coverage to reveal how the media translated these actions. Results show that by accepting responsibility and marketing efforts to stop the disaster, a corporation can transform its communication strategy and recover its reputation.
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Choi, Jihee. "Brand Crisis Management in the Restaurant Industry." The Ohio State University, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=osu1502924048683273.

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Thompson, Enid Alane. "Managing Effective Communication After a Crisis." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2698.

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Despite the effects of natural disasters on small business owners, the owners' communication strategies to alleviate loss to their companies' profitability remain problematic. The purpose of this qualitative descriptive multiunit case study was to explore what communication strategies some small business owners developed and implemented for facilitating resuming their business operations after a natural disaster. The targeted population consisted of 2 small business owners located along the Belmar Boardwalk in Belmar, New Jersey. The conceptual framework for this study was Coombs' situational crisis communication theory. The case data collected were from semistructured interviews and company documents. Employing member checking and methodological triangulation increased the assurance of the study's credibility and trustworthiness. The data analysis consisted of separating the data into groupings, identifying major groupings, assessing the information within the major groups, and developing thematic interpretations. The 4 validated themes that emerged were communication, community, disaster recovery, and stakeholders (employees). The findings from this study may contribute to social change by providing communication strategies that small business owners can use to mitigate losses from disasters, and facilitate businesses' and communities' recovery for reducing further losses.
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Mbolekwano, Veliswa A. "Middle management communication in the midst of a crisis." Thesis, Rhodes University, 2017. http://hdl.handle.net/10962/52477.

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Crisis communication by organisational top leadership to external stakeholders has been explored in literature, while internal crisis communication dynamics by middle managers with their employees within the organisation has been under studied. This paper pursues an understanding of crisis communication dynamics between middle management and their subordinates by investigating how the Middle Managers/Team Leaders of Makana Brick Manufacturing Firm (MBMF) communicated with their employees in the midst of the Eskom load shedding crisis in 2014. The investigation is not limited only to how they handled or made sense of the crisis, but also examines the effect and efficiency of their daily communication on both employees (subordinates) and operations in pursuing this end. As a foundation and background, the study broadly explores the literature on Crisis Leadership, Crisis and Crisis Communication, which are critical topics to understanding the communication role of the middle managers who were the primary subject of this research. The research was conducted through semi-structured, face-to-face interviews. Nine Team Leaders were interviewed. The data collected was transcribed verbatim and analysed through open coding. In the literature of crisis management, the concept of crisis communication has been extensively examined as a function of crisis management, primarily with regards to the crisis communication strategy, encompassing the actual verbal and nonverbal responses an organisation uses to address a crisis. The findings are generally congruent with the crisis communication literature, and reinforce the importance of efficient internal communication in building a culture of transparency between management and employees, as espoused in the literature reviewed, which in addition presents an invaluable opportunity for employees across all levels to engage in and be informed of the organisation’s priorities and therefore has the potential to dictate the success or failure of any major change or crisis situation. As such, it can be argued that there is a need for the same analytical rigour that is given to external crisis communication to be given to financial or operational measures (Barrett, 2002). For both external and internal stakeholders, human compassion, concern and empathy; faith in legitimate and appropriate actions taken by the chosen organisation spokesperson; and honesty, candidness and openness in communication (Seeger 2006, p. 242) are universal. The quality and the quantity of communication, essentially, affect the level of trust and involvement of employees (Thomas, Zolin & Hartman, 2009), which is particularly relevant in times of crisis (Mazzei & Ravazzani, 2015 p. 322). Trust must be developed with staff through clear, honest communication and transparent actions. These encompass being fair, open in communication and intentions, showing consistency, fulfilling promises and being honest about what middle managers can and cannot communicate to their employees (Farrel & Schlesinger, 2013, p. 125). In this study, face to face communication proved to be the most preferred communication channel because of its rewarding advantages such as direct feedback, two-way communication, relationship building and project collaboration.
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Lindström, Petter, and Viktor Petersson. "Crisis Management - Influencing factors, implementation and preparedness." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-15559.

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Purpose:The purpose of this thesis is to examine how organizations work with crisismanagement in practice, with a focus on lower and middle level managersin the organizations. Background:Crisis within corporations and governmental institutions happens around usmore and more commonly. A survey made by the insurance company IFclaims that Swedish companies are badly prepared within the area of crisismanagement. A more globalized world also increases the effects of crisesfrom all over the world to affect Swedish corporations. We claim thatorganizational structure is a key factor to be able to have a developedcrisis management throughout the whole organization. Method:In order to answer the purpose we have used a qualitative deductiveresearch method. We have conducted semi-structured face to faceinterviews within two different types of Swedish organizations. Therespondents were chosen randomly from a division- or group managementlevel. Conclusion:The empirical study claims that there is a difference when defining a crisis,depending on previous experiences and education. To have the sameeducation and an overall common understanding of crisis management alsoincreases the efficiency when handling a crisis. Organizational structure and hierarchy is vital when it comes to crisismanagement. To have a clear structure and standardized meetings withinthe organization will help vigorous information to be communicated fromtop-bottom as well as from the bottom-top. However it might decreasethe flexibility and entrepreneurial spirit and our findings suggest that thisis an area that needs to involve within further researches.
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Michaels, Olufunke. "Strategic relational communication in crisis : the humanitarian example." Thesis, Massachusetts Institute of Technology, 2013. http://hdl.handle.net/1721.1/80693.

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Thesis (S.M.)--Massachusetts Institute of Technology, Sloan School of Management, 2013.
Added subtitle in June 2013 MIT Degrees Awarded booklet reads: A Study of interactions between organizations and host communities in Haiti. Cataloged from PDF version of thesis.
Includes bibliographical references (p. 127-146).
The discourse on Haiti is both vast and varied with public attention soaring when an earthquake hit the island in January 2010. Many questions have since been raised by global stakeholders as to how the situation was handled. The primary purpose of this work is to investigate communication cycles between aid organizations and the Haitian community, and to compare the effects on the execution of projects during and after the crisis. The objective is to gain entry into the psyche of both the helpless and the helper, and to show that sociocultural immersion makes for better trust building which as a direct derivative, smoothes the communication exchange between aid organization teams and the host community. Information was gathered in the narrative style, with story-telling as the major tool for collecting vital cues on thoughts, feelings, and expectations of respondents. This technique is particularly appropriate in Haiti's cultural context where stories are an integral part of social record-keeping. From the narrations, insightful answers are found to the research questions guiding this work: What communication gaps existed? What communication mistakes were made? What can be done to avoid such pitfalls in future situations? Building on these, results are presented within each chapter showing the problem or communication mistake, and how the application of my Strategy-Planning-Immersion-Communication-Execution (SPICE) theory addresses these shortfalls and makes for smoother project executions. In conclusion, this work shows that for aid work to have full effect (physical and psychological) on the receivers, team leadership must be immersed into the culture of the host community. The SPICE theory is therefore advanced as a process guide to integrating immersion as a key ingredient in the strategy-to-execution process.
by Olufunke Michaels.
S.M.
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Mohammed, Zuhura. "Crisis Communication and Management using SocialMedia: a Crisis Response to Ethiopian Airlines ET302 Crash." Thesis, Örebro universitet, Institutionen för humaniora, utbildnings- och samhällsvetenskap, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-85637.

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On the Sunday 10th of March 2019 Nairobi-bound Boeing 737MAX8 Flight ET302 of EthiopianAirlines plunge in to the ground and kills all 157 passengers onboard. Consequently, the accidenttook attention of international media and people around the world. This study therefore aims atinvestigating the communication strategies employed by EAL when managing ET302 planecrash and various issues associated with the crash using the two stages of crisis management. Toachieve the purpose, Nethnography and CDA methods were employed. To analyze thecommunication strategies SCCT was used. Accordingly, it was found out that, EAL highlyapplied “apology”, “shifting blame”, and “corrective action” strategies in its crisiscommunication via Facebook and Twitter pages. Additionally, the fairly immediate responsesgiven to each issue, the media monitoring system and the empathetic approach contributed to thegood crisis management. The study also finds out that more attention was given to the Twitterand updates were faster than the Facebook page. The study concludes that previous good imageof EAL plays a significant role to the impact a crisis would have in addition to its effective crisismanagement via social media. Finally, it’s recommended that EAL should communicate moreefficiently on its Facebook page to uplift its accomplishments and meet its online publics in awide range.
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Books on the topic "Communication in crisis management – Kenya"

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Effective crisis communication: Moving from crisis to opportunity. 2nd ed. Thousand Oaks: SAGE, 2011.

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Coombs, W. Timothy. The handbook of crisis communication. Chichester, U.K: Wiley-Blackwell, 2010.

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Coombs, W. Timothy. The handbook of crisis communication. Chichester, U.K: Wiley-Blackwell, 2010.

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Tsvetkova, Milena, and Chavdar Hristov, eds. Reputational Crisis Management. Sofia, Bulgaria: Sofia University St. Kliment Ohridski, Faculty of Journalism and Mass Communication, 2017.

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Crisis information management: Communication and technologies. Oxford: Chandos Pub., 2012.

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1960-, Sellnow Timothy L., and Seeger Matthew W. 1957-, eds. Effective crisis communication: Moving from crisis to opportunity. Thousand Oaks: SAGE Publications, 2007.

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1938-, Millar Dan Pyle, and American Association of Community Colleges., eds. Before crisis hits: Building a strategic crisis plan. Washington, DC: Community College Press, American Association of Community Colleges, 2002.

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Crisis communication: Theory and practice. Armonk, N.Y: M.E. Sharpe, 2009.

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Africa Centre for Open Governance, ed. Foul play!: The crisis of football management in Kenya. Nairobi, Kenya: AfriCOG, 2010.

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Ongoing crisis communication: Planning, managing, and responding. 3rd ed. Thousand Oaks, Calif: SAGE, 2012.

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Book chapters on the topic "Communication in crisis management – Kenya"

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Ndlela, Martin N. "Stakeholder Approaches in Crisis Management." In Crisis Communication, 15–36. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-97256-5_2.

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Ndlela, Martin N. "A Stakeholder Approach to Issues Management." In Crisis Communication, 37–51. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-97256-5_3.

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Ndlela, Martin N. "A Stakeholder Approach to Risk Management." In Crisis Communication, 53–75. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-97256-5_4.

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Brataas, Kjell. "Top-Level Communication and Management Priorities." In Crisis Communication, 114–19. 1 Edition. | New York : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315368245-8.

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Pasquier, Martial, and Jean-Patrick Villeneuve. "Crisis communication." In Marketing Management and Communications in the Public Sector, 222–48. 2nd Edition. | New York : Routledge, 2017. |: Routledge, 2017. http://dx.doi.org/10.4324/9781315622309-11.

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Pasquier, Martial, and Jean-Patrick Villeneuve. "Crisis communication." In Marketing Management and Communications in the Public Sector, 222–48. 2nd Edition. | New York: Routledge, 2017. |: Routledge, 2017. http://dx.doi.org/10.4324/9781315622309-14.

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Diers-Lawson, Audra. "The stakeholder relationship management perspective on crisis communication." In Crisis Communication, 41–55. Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2019. http://dx.doi.org/10.4324/9780429437380-4.

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Anderson-Meli, Lisa, and Swapna Koshy. "Crisis management theory." In Public Relations Crisis Communication, 26–34. First Edition. | New York: Routledge, 2020. | Series: Routledge focus on business & management: Routledge, 2020. http://dx.doi.org/10.4324/9780429287763-4.

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Nair, Basskaran, Saltanat Janenova, and Balzhan Serikbayeva. "Crisis Management." In A Primer on Policy Communication in Kazakhstan, 81–94. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-15-0610-9_6.

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Diers-Lawson, Audra. "Situating crisis communication within the fields of public relations and management." In Crisis Communication, 27–40. Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2019. http://dx.doi.org/10.4324/9780429437380-3.

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Conference papers on the topic "Communication in crisis management – Kenya"

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Malachova, Hana, Alena Oulehlova, and Pavel Kincl. "SIMEX simulation tool — “accident” crisis scenario and crisis management entities' exercise." In 2017 Communication and Information Technologies (KIT). IEEE, 2017. http://dx.doi.org/10.23919/kit.2017.8109453.

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Lopez, Dario Ruiz, George Pallis, Tom Jackson, Ejovwoke Onojeharho, George Psarras, Aquiles Remon Navarro, Florian Kading, Milt Statheropoulos, and Gert Wijnalda. "Data Gathering in Crisis Management." In 2019 International Conference on Information and Communication Technologies for Disaster Management (ICT-DM). IEEE, 2019. http://dx.doi.org/10.1109/ict-dm47966.2019.9032957.

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Ramanathan, Sakkaravarthi, Christophe Chassot, Thierry Desprats, Michelle Sibilla, and Jean-Paul Arcangeli. "Adaptive Communication Agent for Crisis Management System." In 2012 IEEE 21st International Workshop On Enabling Technologies: Infrastructure For Collaborative Enterprises (WETICE). IEEE, 2012. http://dx.doi.org/10.1109/wetice.2012.73.

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Nilges, J., N. Balduin, and B. Dierich. "Information and communication platform for crisis management (IKK)." In 20th International Conference and Exhibition on Electricity Distribution (CIRED 2009). IET, 2009. http://dx.doi.org/10.1049/cp.2009.1073.

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Dongyan, Cheng, and Zhang Yanqing. "GIS Based Large Game Crisis Management Researchs." In 2012 Second International Conference on Instrumentation, Measurement, Computer, Communication and Control (IMCCC). IEEE, 2012. http://dx.doi.org/10.1109/imccc.2012.233.

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Saoutal, Amina, Jean-Pierre Cahier, and Nada Matta. "Modelling the communication between emergency actors in crisis management." In 2014 International Conference on Collaboration Technologies and Systems (CTS). IEEE, 2014. http://dx.doi.org/10.1109/cts.2014.6867622.

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Akhmetshin, Elvir M., Irina A. Ilyina, Valeriia V. Kulibanova, and Tatiana R. Teor. "“Employee Engagement” Management Facilitates the Recovery from Crisis Situations." In 2019 Communication Strategies in Digital Society Workshop (ComSDS). IEEE, 2019. http://dx.doi.org/10.1109/comsds.2019.8709645.

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Shu-Lin, Shen, Jeng Yoau-Chau, Chen Der-Fa, and Chao Chih-Yang. "The Study on Taiwan's High School Crisis Management Model." In 2017 International Conference on Information, Communication and Engineering (ICICE). IEEE, 2017. http://dx.doi.org/10.1109/icice.2017.8479221.

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Sulistyanto, Ari, and Achamd Jamil. "Communication Gaps in Crisis Communication Management: Study at the Ministry of Transportation." In 2nd Jogjakarta Communication Conference (JCC 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.200818.010.

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Pielorz, Jasmin, and Christoph H. Lampert. "Optimal geospatial allocation of volunteers for crisis management." In 2015 2nd International Conference on Information and Communication Technologies for Disaster Management (ICT-DM). IEEE, 2015. http://dx.doi.org/10.1109/ict-dm.2015.7402041.

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Reports on the topic "Communication in crisis management – Kenya"

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Djordjevich, Donna D., Pamela K. Barr, Jason Darrel Arnold, Michael M. Johnson, Timothy J. Sa, Marilyn F. Hawley, Midge L. Davis, et al. Understanding communication in counterterrorism crisis management. Office of Scientific and Technical Information (OSTI), October 2004. http://dx.doi.org/10.2172/920127.

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Martínez Solana, MY, AG Frazão Nogueira, and KP Valarezo. Communication of crisis management at the United Kingdom 2017’s attacks. Proposal for a protocol 2.0 for the communication of crisis. Revista Latina de Comunicación Social, December 2017. http://dx.doi.org/10.4185/rlcs-2017-1235en.

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Romero-Rodríguez, Luis Miguel, Ángel Torres-Toukoumidis, and Amor Pérez-Rodríguez. Gestión Comunicacional de Crisis: Entre la agenda corporativa y mediática. Estudio de caso Volkswagen España / Crisis Communication Management: Between the corporate and the media agenda. Case study Volkswagen. Revista Internacional de Relaciones Públicas, June 2017. http://dx.doi.org/10.5783/rirp-13-2017-06-83-100.

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Crisis Management: Leadership and Communication. IEDP Ideas for Leaders, January 2013. http://dx.doi.org/10.13007/088.

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African Open Science Platform Part 1: Landscape Study. Academy of Science of South Africa (ASSAf), 2019. http://dx.doi.org/10.17159/assaf.2019/0047.

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Abstract:
This report maps the African landscape of Open Science – with a focus on Open Data as a sub-set of Open Science. Data to inform the landscape study were collected through a variety of methods, including surveys, desk research, engagement with a community of practice, networking with stakeholders, participation in conferences, case study presentations, and workshops hosted. Although the majority of African countries (35 of 54) demonstrates commitment to science through its investment in research and development (R&D), academies of science, ministries of science and technology, policies, recognition of research, and participation in the Science Granting Councils Initiative (SGCI), the following countries demonstrate the highest commitment and political willingness to invest in science: Botswana, Ethiopia, Kenya, Senegal, South Africa, Tanzania, and Uganda. In addition to existing policies in Science, Technology and Innovation (STI), the following countries have made progress towards Open Data policies: Botswana, Kenya, Madagascar, Mauritius, South Africa and Uganda. Only two African countries (Kenya and South Africa) at this stage contribute 0.8% of its GDP (Gross Domestic Product) to R&D (Research and Development), which is the closest to the AU’s (African Union’s) suggested 1%. Countries such as Lesotho and Madagascar ranked as 0%, while the R&D expenditure for 24 African countries is unknown. In addition to this, science globally has become fully dependent on stable ICT (Information and Communication Technologies) infrastructure, which includes connectivity/bandwidth, high performance computing facilities and data services. This is especially applicable since countries globally are finding themselves in the midst of the 4th Industrial Revolution (4IR), which is not only “about” data, but which “is” data. According to an article1 by Alan Marcus (2015) (Senior Director, Head of Information Technology and Telecommunications Industries, World Economic Forum), “At its core, data represents a post-industrial opportunity. Its uses have unprecedented complexity, velocity and global reach. As digital communications become ubiquitous, data will rule in a world where nearly everyone and everything is connected in real time. That will require a highly reliable, secure and available infrastructure at its core, and innovation at the edge.” Every industry is affected as part of this revolution – also science. An important component of the digital transformation is “trust” – people must be able to trust that governments and all other industries (including the science sector), adequately handle and protect their data. This requires accountability on a global level, and digital industries must embrace the change and go for a higher standard of protection. “This will reassure consumers and citizens, benefitting the whole digital economy”, says Marcus. A stable and secure information and communication technologies (ICT) infrastructure – currently provided by the National Research and Education Networks (NRENs) – is key to advance collaboration in science. The AfricaConnect2 project (AfricaConnect (2012–2014) and AfricaConnect2 (2016–2018)) through establishing connectivity between National Research and Education Networks (NRENs), is planning to roll out AfricaConnect3 by the end of 2019. The concern however is that selected African governments (with the exception of a few countries such as South Africa, Mozambique, Ethiopia and others) have low awareness of the impact the Internet has today on all societal levels, how much ICT (and the 4th Industrial Revolution) have affected research, and the added value an NREN can bring to higher education and research in addressing the respective needs, which is far more complex than simply providing connectivity. Apart from more commitment and investment in R&D, African governments – to become and remain part of the 4th Industrial Revolution – have no option other than to acknowledge and commit to the role NRENs play in advancing science towards addressing the SDG (Sustainable Development Goals). For successful collaboration and direction, it is fundamental that policies within one country are aligned with one another. Alignment on continental level is crucial for the future Pan-African African Open Science Platform to be successful. Both the HIPSSA ((Harmonization of ICT Policies in Sub-Saharan Africa)3 project and WATRA (the West Africa Telecommunications Regulators Assembly)4, have made progress towards the regulation of the telecom sector, and in particular of bottlenecks which curb the development of competition among ISPs. A study under HIPSSA identified potential bottlenecks in access at an affordable price to the international capacity of submarine cables and suggested means and tools used by regulators to remedy them. Work on the recommended measures and making them operational continues in collaboration with WATRA. In addition to sufficient bandwidth and connectivity, high-performance computing facilities and services in support of data sharing are also required. The South African National Integrated Cyberinfrastructure System5 (NICIS) has made great progress in planning and setting up a cyberinfrastructure ecosystem in support of collaborative science and data sharing. The regional Southern African Development Community6 (SADC) Cyber-infrastructure Framework provides a valuable roadmap towards high-speed Internet, developing human capacity and skills in ICT technologies, high- performance computing and more. The following countries have been identified as having high-performance computing facilities, some as a result of the Square Kilometre Array7 (SKA) partnership: Botswana, Ghana, Kenya, Madagascar, Mozambique, Mauritius, Namibia, South Africa, Tunisia, and Zambia. More and more NRENs – especially the Level 6 NRENs 8 (Algeria, Egypt, Kenya, South Africa, and recently Zambia) – are exploring offering additional services; also in support of data sharing and transfer. The following NRENs already allow for running data-intensive applications and sharing of high-end computing assets, bio-modelling and computation on high-performance/ supercomputers: KENET (Kenya), TENET (South Africa), RENU (Uganda), ZAMREN (Zambia), EUN (Egypt) and ARN (Algeria). Fifteen higher education training institutions from eight African countries (Botswana, Benin, Kenya, Nigeria, Rwanda, South Africa, Sudan, and Tanzania) have been identified as offering formal courses on data science. In addition to formal degrees, a number of international short courses have been developed and free international online courses are also available as an option to build capacity and integrate as part of curricula. The small number of higher education or research intensive institutions offering data science is however insufficient, and there is a desperate need for more training in data science. The CODATA-RDA Schools of Research Data Science aim at addressing the continental need for foundational data skills across all disciplines, along with training conducted by The Carpentries 9 programme (specifically Data Carpentry 10 ). Thus far, CODATA-RDA schools in collaboration with AOSP, integrating content from Data Carpentry, were presented in Rwanda (in 2018), and during17-29 June 2019, in Ethiopia. Awareness regarding Open Science (including Open Data) is evident through the 12 Open Science-related Open Access/Open Data/Open Science declarations and agreements endorsed or signed by African governments; 200 Open Access journals from Africa registered on the Directory of Open Access Journals (DOAJ); 174 Open Access institutional research repositories registered on openDOAR (Directory of Open Access Repositories); 33 Open Access/Open Science policies registered on ROARMAP (Registry of Open Access Repository Mandates and Policies); 24 data repositories registered with the Registry of Data Repositories (re3data.org) (although the pilot project identified 66 research data repositories); and one data repository assigned the CoreTrustSeal. Although this is a start, far more needs to be done to align African data curation and research practices with global standards. Funding to conduct research remains a challenge. African researchers mostly fund their own research, and there are little incentives for them to make their research and accompanying data sets openly accessible. Funding and peer recognition, along with an enabling research environment conducive for research, are regarded as major incentives. The landscape report concludes with a number of concerns towards sharing research data openly, as well as challenges in terms of Open Data policy, ICT infrastructure supportive of data sharing, capacity building, lack of skills, and the need for incentives. Although great progress has been made in terms of Open Science and Open Data practices, more awareness needs to be created and further advocacy efforts are required for buy-in from African governments. A federated African Open Science Platform (AOSP) will not only encourage more collaboration among researchers in addressing the SDGs, but it will also benefit the many stakeholders identified as part of the pilot phase. The time is now, for governments in Africa, to acknowledge the important role of science in general, but specifically Open Science and Open Data, through developing and aligning the relevant policies, investing in an ICT infrastructure conducive for data sharing through committing funding to making NRENs financially sustainable, incentivising open research practices by scientists, and creating opportunities for more scientists and stakeholders across all disciplines to be trained in data management.
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