Relevant bibliographies by topics / Crisis organization

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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 'Crisis organization'

Author: Grafiati
Published: 4 June 2021
Last updated: 14 February 2022

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Journal articles on the topic "Crisis organization"

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AĞIN, Kaya. "CRISIS AND CRISIS MANAGEMENT IN ORGANIZATIONS, THE IMPORTANCE OF CRISIS AND CRISIS LEADERSHIP, THE EFFECTS OF THE COVID-19 PANDEMIC CRISIS PROCESS ON THE TURKISH ECONOMY." ATLAS JOURNAL 7, no. 44 (September 24, 2021): 2214–26. http://dx.doi.org/10.31568/atlas.779.

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Crisis (crisis) are difficult situations that threaten the high-level goals and business methods of an organization, or put the organization's existence in a dangerous situation, require quick decisions, and neutralize problem prevention systems. In other words, crisis can be defined as an unexpected situation or events that have an unexpected outcome (Sikich, 2002). Crises are a turning point for businesses by enabling organizations to gain new experiences and acquire new knowledge, and to turn this situation into an opportunity (Demirtaş, 2000). The ability of organizations to achieve their goals and to maintain their existence depends on their ability to adapt to their environment and to regulate their business skills depending on the expectations of the environment. The constantly changing environment creates major problems for businesses that cannot adapt to these changes and cannot balance. The success of organizations depends to a large extent on their ability to recognize and assess these dangers beforehand. Organizations can face many threats that can come from within the business or from the business environment. Because of its negative effects, organization managers' ability to cope with these threats is of great importance for businesses (Can, 2002). Organization managers' leadership, experience, knowledge and skills are most needed in times of crisis. Because the most important responsibility of a leader manager is to successfully prevent the crisis that occurs in the organization. Managers exist to manage unexpected conditions and solve problems in organizations. For this reason, administratorship is the problem management process in organizations. The manager is the person who prevents this problem. Therefore, leading managers appear and show themselves especially in times of crisis (Peker & Ayturk, 2000). In this study, the characteristics of the crisis in organizations, the reasons for the emergence of the crisis and the crisis management processes in organizations are mentioned. Crisis management processes of organizations in potential crisis situations are examined.
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Spillan, John, John Parnell, and Cesar Antunez de Mayolo. "Exploring Crisis Readiness in Peru." Journal of International Business and Economy 12, no. 1 (July 1, 2011): 57–83. http://dx.doi.org/10.51240/jibe.2011.1.4.

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Organizational crises are inevitable and place a significant demand on resources, diverting firms from their central focus on serving customers. Effective crisis management can minimize the impact of these events on the organization. Recognition and information are two major components of an appropriate crisis management approach; they help organizations respond to crises quickly and effectively. While the crisis management literature is abundant concerning larger organizations in developed nations, little has been written on this subject concerning businesses in emerging countries. This exploratory study examines the perceptions and experiences of Peruvian managers in relation to crisis events. Findings indicate that a majority of these organizations lack adequate crisis preparation, including crisis management plans. Recommendations for management are presented.
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Wilson, Cody. "Victim-Group Legitimacy: An Argument for Extending our Understanding of Legitimacy after Crisis." Proceedings of the International Crisis and Risk Communication Conference 1 (March 2018): 16–19. http://dx.doi.org/10.30658/icrcc.2018.5.

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Organizational legitimacy has been useful approach to studying relationship management in crisis. This presentation suggests an expansion of organizational legitimacy theory: victim-group legitimacy. Multiple recent cases of crisis involving historically marginalized groups (HMGs) suggest that organizations may not be fully prepared to respond to crises involving HMGs. Recent cases also suggest that publics now routinely see modern crises as chapters within larger marginalization narratives. Victim-group legitimacy acts as a framework for evaluating, interpreting, and responding to not only the crisis at hand, but the historical crisis between an organization and HMGs.
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Harcar, Talha, and John Spillan. "Are Vietnamese Businesses Ready for a Crisis? An Analysis of Crisis Readiness among Vietnamese Businesses." Journal of International Business and Economy 20, no. 2 (December 1, 2019): 97–122. http://dx.doi.org/10.51240/jibe.2019.2.5.

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Crisis management is a management function that tries to mitigate the impact of crisis events when they occur in a business or organization. Since crises are inevitable, it is important that businesses and organizations have crisis management plans ready for the eventuality of a crisis. Little has been written about crisis in emerging nations. As such, this exploratory study investigates the perceptions and experiences of Vietnamese managers regarding crisis preparedness. The results indicate that a majority of the organizations do not have formal crisis management plans. The results of this study suggest that crisis planning at both the organizational and individual level are needed among Vietnamese businesses.
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Gainey, Barbara. "Building resilience for stronger communities." Proceedings of the International Crisis and Risk Communication Conference 3 (March 11, 2020): 37–40. http://dx.doi.org/10.30658/icrcc.2020.9.

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Much of the early research in crisis management and crisis communication centered on the core competencies of crisis response: why do we need to plan for crises; what are the stages of effective crisis planning; what theoretical perspectives are helpful to scholars and practitioners; and what are the steps of an up-to-date crisis plan. Delineation of these core competencies goes on. Among these competencies, the crisis stage meriting the least attention arguably is post-crisis, the critical days and weeks immediately following the formal resolution of the crisis. Research attention has often focused on recovery and learning, positioning the organization for the future. Another critical component of effective crisis response merits further study. In these days of black swan crises that take a huge toll on organizations and their communities, more focus is needed on building individual, organizational, and community resilience to destructive crises. While resilience can be best measured in the post-crisis phase, this assessment should lead to new efforts to educate and prepare individuals, organizations, and communities for the new threats to come. This research proposes strategies for building resilience to strengthen organizational and community response when confronted by major crisis events.
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Saputra, Rizky. "Penerapan Situational Communication Crisis Theory bagi Organisasi Dakwah dalam Menghadapi Situasi Krisis." JURNAL SIMBOLIKA: Research and Learning in Communication Study 6, no. 2 (October 30, 2020): 190–201. http://dx.doi.org/10.31289/simbollika.v6i2.4172.

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This paper will discuss a theory in dealing with a crisis situation in the context of a da'wah organization in general, which of course will be different from the crisis context of a business company, both in terms of the type of issue or problem to the handling of the crisis situation. According to Coombs, there are five message strategies that are usually used in crisis communication, namely: (1) Non-existence strategies. This strategy is carried out by organizations that are not experiencing a crisis, but there are rumors that the organization is facing a crisis; (2) Distance strategies. Organizations that acknowledge a crisis are used and try to weaken the relationship between the organization and the crisis that has occurred; (3) Ingratiation strategies. This strategy is used by organizations in seeking public support; (4) Mortification strategies. The organization tries to apologize and accept the fact that there is a real crisis; (5) Suffering strategies. Organizations also show suffering as victims of those who are not happy with the organization and seek to gain public support and sympathy. The choice of crisis communication strategy must be considered by the da'wah organization that will carry out its crisis communication by still considering the situation, type of problem, and the scale or size of a crisis that occurs as well as the organization's ability to reach the choice of communication model.
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Gabrielli, Giorgio, Vincenzo Russo, and Andrea Ciceri. "Understanding organizational aspects for managing crisis situations." Journal of Organizational Change Management 33, no. 1 (November 22, 2019): 29–49. http://dx.doi.org/10.1108/jocm-09-2019-0286.

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Purpose The uncertainty of the current economic environment increases the risk of organizational failure. The traditional approach intends the crisis as a phenomenon that can be managed according to some predetermined and well-defined procedures. Although this traditional approach emphasizes on the technical dimension, it does not take into account the organizational dimension, which instead plays a crucial role in the circumstances of today’s crisis. The purpose of this paper is to investigate which are the most effective organizational practices able to promote an adequate culture prevent or manage effectively crisis situations. Design/methodology/approach A group of Italian military and civil opinion leaders took part in the study. Authors hypothesized that the military organizations, being defined as “High Reliability Organization,” have organizational characteristics that allow them to manage crisis situations more effectively, and, for this reason, they can be taken as a reference by civil organizations. Findings The results show noticeable differences about organizational attributes concerning the two organizations. According to the results, military organization has the most appropriate organizational dimensions to prevent and manage the crisis situations. Practical implications Based on the results, military organization is suggested to be taken as an example by civil organizations in the process of organizational change necessary to obtain reliable performance. Originality/value The originality of this paper lies in the empirical and theoretical framework provided to analyze risk and crisis management, based on the comparison between military and civil organizations. The paper aims to be a starting point from which a positive process of cultural osmosis between the two organizations can be promoted.
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Lifanov, A. V., and S. A. Lifanova. "BUILDING OF AN ANTI-CRISIS PROGRAMME MEDICAL ORGANIZATION." Territory Development, no. 2(20) (2020): 52–56. http://dx.doi.org/10.32324/2412-8945-2020-2-52-56.

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This article are considered with the peculiarities of managing a medical organization in crisis. A description of the crises inherent in the medical organization are given, and the symptoms indicating that a crisis situation is approaching are identified. The factors that may affect the emergence of the crisis are examined, and measures for reducing costs and increase incomes of the medical organizations are identified. The conditions for taking them into account in the elaboration of the anti-crisis program are proposed.
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Lee, Gwendolyn K., Joseph Lampel, and Zur Shapira. "After the Storm Has Passed: Translating Crisis Experience into Useful Knowledge." Organization Science 31, no. 4 (July 2020): 1037–51. http://dx.doi.org/10.1287/orsc.2020.1366.

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This virtual special issue (VSI) collects together 19 papers published in Organization Science that explore how organizations learn from crises. The objective is to discuss insights that can help us understand the COVID-19 pandemic crisis, implications that existing research carries for organizations’ abilities to keep hard-earned lessons after the storm passes, and opportunities that the current phenomenon offers for future inquiry in this domain. Organizations, large and small, in scores of countries, have suspended normal operations. To survive, many organizations have adapted by shifting almost all human-to-human interactions online while facing an ethical dilemma and a tense tradeoff between public health and economic well-being. We take stock of the research on organizational learning from crises, summarize useful knowledge for managing the current crisis, and provide directions for future research.
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Gabrielli, Giorgio, Vincenzo Russo, and Andrea Ciceri. "Understanding organizational aspects for managing crisis situations." Journal of Organizational Change Management 33, no. 1 (November 12, 2019): 50–65. http://dx.doi.org/10.1108/jocm-09-2019-0287.

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Purpose The uncertainty of the current economic environment increases the risk of organizational failure. The traditional approach intends the crisis as a phenomenon that can be managed according to some predetermined and well-defined procedures. Although this traditional approach emphasizes on the technical dimension, it does not take into account that organizational dimension, which instead plays a crucial role in the circumstances of today’s crisis. The purpose of this paper is to investigate which are the most effective organizational practices able to promote an adequate culture prevent or manage effectively crisis situations. Design/methodology/approach A group of Italian military and civil opinion leaders took part in the study. Authors hypothesized that the military organizations, being defined as “High Reliability Organization,” have organizational characteristics that allow them to manage crisis situations more effectively, and, for this reason, they can be taken as a reference by civil organizations. Findings The results show noticeable differences about organizational attributes concerning the two organizations. According to the results, the military organization has the most appropriate organizational dimensions to prevent and manage the crisis situations. Originality/value The originality of this paper lies in the empirical and theoretical framework provided to analyze risk and crisis management, based on the comparison between military and civil organizations. The paper aims to be a starting point from which a positive process of cultural osmosis between the two organizations can be promoted.
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Dissertations / Theses on the topic "Crisis organization"

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Gustafsson, Maria, Daniel Andersson, and André Waldén. "How a bank organization handles robberies - A question of crisis management." Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12.

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Organizations are in today’s business society faced with an increasing number of crises. The knowledge about how to manage a crisis has become an important tool for competitive advantage. The question is no longer if or when an organization will experience a crisis, but rather in what form and how prepared it is when a crisis actually occurs.

The many networks of today’s business society make organizations even more vulnerable to the possibility of indirectly being affected by a crisis. This paper focuses on the banking industry as banks form an important part of many business networks. Furthermore, focus is put on the immediate form of a crisis and specifically robberies. The immediate crisis reflects the importance for an organization to be prepared as the immediate crisis by its nature gives little or no warning, following that it is more difficult to prevent these types of crises. The banking industry is often discussed in terms of stability and security whereas the crisis brings instability and uncertainty and challenges the organization’s structure.

The purpose of this thesis is to understand how and why crisis management concerning robberies is implemented within a bank organization. This paper looks into the current theories discussed in the literature and the field of crisis management, the authors have chosen a qualitative approach and have performed a number of interviews, both with internal and external parties.

Through the research performed the conclusion was drawn that the bank organization is very professional in their handling of crisis management concerning robberies. The bank has identified the importance of having a well prepared plan as a crisis situation such as robbery occur and the policies on crisis management concerning robberies has, for an extensive time period, continuously been processed and developed. The policies developed include all aspects of a crisis, both educational program in the Pre-crisis stage, aspects to consider and how to act when a robbery occurs, and also how the organization responds in the Post-crisis stage. The bank organization has in their approach chosen to a great extent to handle the work with crisis management internally. It was concluded that, since the bank organization has, during an extensive period of time, identified the risk of being robbed as a constantly relevant issue, the policies has been processed and developed repeatedly to cover all aspects of a crisis. The implementation of the policies is in the Pre-crisis and Crisis stage performed without any flexibility as they are explicit in their design and covers every aspect of a crisis. Contrary, the implementation in the Post-crisis stage has a more flexible approach as the Crisis group is working with people that experiences a situation of trauma. It is acknowledged that the bank organization is following the different stages of crisis in their policies, dividing the responsibility of the implementation of crisis management in each and every stage.

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Fryer, Anthony Raymond. "Effective secondary principal decision-making during crisis situations." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2013. http://hdl.handle.net/10722/198880.

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These qualitative case studies explore the experiences of leaders of local and international secondary schools in Hong Kong. The research questions guiding this study centre on Principal leadership during times of crisis and sought to explore how crisis was managed effectively and how if faced with a similar crisis could be improved. The author was interested in finding a similarity between the participant’s responses and whether external influences may have played a significant part their decision-making. The study also explores the relationship of leadership under crisis communication between Principal and staff and Principal and parents. The primary focus of this research is to understand if there was anything learnt during these crisis experiences among the participants as they relate to leadership development. The analysis of data resulted in the emergence of six primary themes: 1) the impact and extent of effective decision making under crises, 2) the quality of leadership after crisis experience and the ensuing consideration of what leadership means, 3) the role of teachers and administrators throughout the crisis, 4) the experiences related to improved leadership development and 5) correct communication among stakeholders, parents, students and staff. These themes were synthesized into three areas of discussion. First, the experiences and perspectives of the participants offer a unique, first hand, framework for exploring what leadership means in a time of crisis. Second, these same experiences begin to shed new light on the role of Principals in times of crisis. Third, the participants’ reflections on experiences related to leadership development provide a bridge between the ideas related to how leadership is learned and how these experiences become meaningful during times of crisis. The results reflect a need for further qualitative research into Principal crisis leadership as well as the opportunity to further examine the leadership role of educational leaders in crisis situations.
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Larsen, Tulinda Deegan. "A Behavioral Framework for Managing Massive Airline Flight Disruptions through Crisis Management, Organization Development, and Organization Learning." Thesis, University of Maryland University College, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3588457.

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In this study the researcher provides a behavioral framework for managing massive airline flight disruptions (MAFD) in the United States. Under conditions of MAFD, multiple flights are disrupted throughout the airline's route network, customer service is negatively affected, additional costs are created for airlines, and governments intervene. This study is different from other studies relating to MAFD that have focused on the operational, technical, economic, financial, and customer service impacts. The researcher argues that airlines could improve the management of events that led to MAFD by applying the principles of crisis management where the entire organization is mobilized, rather than one department, adapting organization development (OD) interventions to implement change and organization learning (OL) processes to create culture of innovation, resulting in sustainable improvement in customer service, cost reductions, and mitigation of government intervention. At the intersection of crisis management, OD, and OL, the researcher has developed a new conceptual framework that enhances the resiliency of individuals and organizations in responding to unexpected-yet-recurring crises (e.g., MAFD) that impact operations. The researcher has adapted and augmented Lalonde's framework for managing crises through OD interventions by including OL processes. The OD interventions, coupled with OL, provide a framework for airline leaders to manage more effectively events that result in MAFD with the goal of improving passenger satisfaction, reducing costs, and preventing further government intervention. Further research is warranted to apply this conceptual framework to unexpected-yet-recurring crises that affect operations in other industries.

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Dhlamini, Phumelele Tracy. "The World Trade Organization (WTO) Appellate Body crisis: A critical analysis." Master's thesis, Faculty of Law, 2021. http://hdl.handle.net/11427/33713.

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The World Trade Organization (WTO) dispute settlement system is facing unprecedented challenges, following the United States (US) decision to block the appointment of all Appellate Body members. The US has justified its blocking tactic, already implemented since 2017 by raising several procedural and substantive concerns with the Appellate Body's failure to follow WTO rules. On 10 December 2019, the Appellate Body was forced to suspend its activities after the second terms of two of the remaining three members expired. While the WTO dispute settlement system continues to function at the panel stage, the Appellate Body is currently unable to review appeals because it lacks the minimum number of three members required to establish a division. In addition, the collapse of the Appellate Body means that any party to a dispute can block the adoption of a panel report by filing a notice to appeal which is likely to remain in limbo for an indefinite period. Numerous studies have discussed the Appellate Body crisis and its implications for the WTO dispute settlement system. Few, however, have critically analysed the validity of the concerns that the US has raised about the Appellate Body's work over the past few years. Therefore, the purpose of this research is to discuss and critically analyse these concerns to determine whether the Appellate Body has indeed strayed from its limited mandate. In addition, the research will provide recommendations on how to save the appellate stage and ensure that appeals are resolved while WTO members attempt to find permanent solutions to this unprecedented crisis.
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Martin, Anthony Lewis. "Crisis management the effective use of image restoration strategies when an organization/individual is faced with a crisis /." Morgantown, W. Va. : [West Virginia University Libraries], 2005. https://etd.wvu.edu/etd/controller.jsp?moduleName=documentdata&jsp%5FetdId=3984.

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Thesis (M.S.)--West Virginia University, 2005.
Title from document title page. Document formatted into pages; contains iv, 74 p. : ill. Includes abstract. Includes bibliographical references (p. 64-74).
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Dmitrukowski, Tomasz. "Polish martial law the crisis of communism." Thesis, Monterey, California : Naval Postgraduate School, 2009. http://edocs.nps.edu/npspubs/scholarly/theses/2009/Dec/09Dec%5FDmitrukowski.pdf.

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Thesis (M.A. in Security Studies (Europe, Eurasia))--Naval Postgraduate School, December 2009.
Thesis Advisor(s): Abenheim, Donald ; Tsypkin, Mikhail. "December 2009." Description based on title screen as viewed on January 28, 2010. Author(s) subject terms: Poland, martial law, solidarity, strikes. Includes bibliographical references (p. 67-69). Also available in print.
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Moreira, Lionel. "Crisis communication: organization's reactions to unexpected events." reponame:Repositório Institucional do FGV, 2011. http://hdl.handle.net/10438/8367.

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Reputation is considered the most important asset of companies. It enables to set up business relationship and ensure the good functioning of the organization. When an unexpected even crops up, reputation could be threatened. Managers, leaders of the organization, need to demonstrate reactivity, a capacity of responding to stakeholders‟ requirements and a capacity to detect and to rectify faults within the organization through a learning process, in order to avoid negative consequences. The latter could tarnish reputation and impact the operational development of the company. Through crisis communication, we observed that Air France adopted different postures after the crash of the flight 447. These ones were adapted to stakeholders‟ requirements and to the degree of threat that the company suffered. Just after the accident, the company decided to use the recognition strategy by assuming a symbolic responsibility and by communicating uppermost to the families of victims and to the media. The following weeks, the company privileged the strategy of silence which consists in not to communicate directly with the media. Finally, Air France used the 'scapegoat' strategy when the company was subjected to direct attacks. Companies‟ reactions summed up to the advance of the ongoing judiciary investigation revealed 'historical' organizational faults within the company, as for instance, the lack of communication between pilots and managers or the managers technical and operational insensitivity. Although internal and external issues, Air France demonstrated that a well managed crisis communication limits financial and reputational impacts. Consequently, the company suffers limited negative consequences of this crisis.
A reputação é considerada o ativo mais importante das empresas. Ela permite o estabelecimento de relações comerciais e garante um bom funcionamento da organização. Quando um evento inesperado surge, a reputação pode ser ameaçada. Os gerentes, líderes da organização, têm então que demonstrar reatividade e capacidade em responder as necessidades dos stakeholders, e capacidade de detectar e consertar as falhas dentro da organização através de um processo de aprendizagem, para evitar conseqüências negativas que poderiam danificar a reputação e impactar o desenvolvimento operacional da empresa. Através da comunicação de crise, observamos que depois da queda do avião AF 447, a companhia Air France adotou diferentes posturas adaptadas ao pedido dos stakeholders e ao grau de ameaça sofrido. Logo depois do acidente, a empresa decidiu adotar a estratégia do reconhecimento, assumindo uma responsabilidade simbólica e comunicando prioritariamente para as famílias das vitimas e para a mídia. Nas seguintes semanas ela utilizou a estratégia do silêncio que consiste em não comunicar diretamente a mídia. Finalmente, ela usou a estratégia do 'bode expiatório' quando ela foi sujeita a ataques diretos. As reações da empresa somadas ao avanço das investigações judiciais revelaram falhas organizacionais 'históricas' dentro da própria empresa, como por exemplo, a falta de comunicação entre pilotos e gerentes ou uma falha de sensibilidade técnica e operacional da parte dos gerentes. Apesar de problemas interno e externo, a Air France demonstrou que uma comunicação de crise bem gerenciada limita os impactos financeiros e de reputação. As conseqüências negativas sofridas pela companhia Air France foram limitadas.
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Waidley, Karin Ann. "Violence interrupted : American youth and theatre in crisis /." Thesis, Connect to this title online; UW restricted, 2003. http://hdl.handle.net/1773/10227.

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Kornberger, Martin, Stephan Leixnering, Renate Meyer, and Markus Höllerer. "Rethinking the sharing economy: The nature and organization of sharing in the 2015 refugee crisis." AOM, 2017. http://dx.doi.org/10.5465/amd.2016.0138.

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Our paper focuses on a non-standard sharing example that harbors the potential to disrupt received wisdom on the sharing economy. While originally entering the field to analyze, broadly from a governance perspective, how the 2015 refugee crisis was handled in Vienna, Austria, we found that the non-governmental organization Train of Hope - labeled as a "citizen start-up" by City of Vienna officials - played an outstanding role in mastering the crisis. In a blog post during his visit in Vienna at the time, and experiencing the refugee crisis first-hand, it was actually Henry Mintzberg who suggested reading the phenomenon as part of the "sharing economy". Continuing this innovative line of thought, we argue that our unusual case is in fact an excellent opportunity to discover important aspects about both the nature and organization of sharing. First, we uncover an additional dimension of sharing beyond the material sharing of resources (i.e., the economic dimension): the sharing of a distinct concern (i.e., the moral dimension of sharing). Our discovery exemplifies such a moral dimension that is rather different from the status quo materialistic treatments focusing on economic transactions and property rights arguments. Second, we hold that a particular form of organizing facilitates the sharing economy: the sharing economy organization. This particular organizational form is distinctive - at the same time selectively borrowing and skillfully combining features from platform organizations (e.g., use of technology as an intermediary for exchange and effective coordination, ability to tap into external resources) and social movements (e.g., mobilization, shared identity, collective action). It is a key quality of this form of organization to enable the balancing of the two dimensions inherent in the nature of sharing: economic and moral. Our paper contributes to this Special Issue of the Academy of Management Discoveries by highlighting and explaining the two-fold economic and moral nature of sharing and the organization of sharing between movement and platform.
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Feezor, Nathan A. "Chinese crisis decision making using a cybernetic approach to interpret and predict Beijing's behavior under stress /." Thesis, Monterey, California : Naval Postgraduate School, 2010. http://edocs.nps.edu/npspubs/scholarly/theses/2010/Mar/10Mar%5FFeezor.pdf.

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Thesis (M.A. in Security Studies (Far East, Southeast Asia, Pacific))--Naval Postgraduate School, March 2010.
Thesis Advisor(s): Miller, Alice L. Second Reader: Twomey, Christopher P. "March 2010." Description based on title screen as viewed on April 26, 2010. Author(s) subject terms: China, PRC, PLA, Crisis, Crisis Management, Collective Decision Making, Stress, Rationality, Cybernetic, "Muddling Through", Institutionalism, Incrementalism, Servomechanism, Fragmentation, Rules, Organizational Routine, Information Channel, Case Study, Uncertainty, Adaptation, Belgrade Embassy Bombing, EP-3, SARS, ASAT, Sichuan Earthquake. Includes bibliographical references (p. 109-116). Also available in print.
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Books on the topic "Crisis organization"

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Pauchant, Thierry C. Transforming the crisis-prone organization: Preventing individual, organizational, and environmental tragedies. San Francisco: Jossey-Bass Publishers, 1992.

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Betts, Richard K. Nato's mid-life crisis. Washington, DC: Brookings Institute, 1989.

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Marín, Henry Marín. La crisis de la organización burocrática. Medellín: Universidad Nacional de Colombia, Facultad de Minas, Departamento de Sistemas y Administración, 1991.

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Gill, Ranjit. The UMNO crisis. Singapore: Sterling Corporate Services, 1988.

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Betts, Richard K. NATO's mid-life crisis. Washington, DC: Brookings Institution Press, 1989.

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Eichengreen, Barry J. The EMS crisis in retrospect. Cambridge, MA: National Bureau of Economic Research, 2000.

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Koalas in a crisis. London: Hodder Children's, 2007.

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Ginesta, Jacques. El MERCOSUR en tiempos de crisis. Montevideo: IEPI, 2000.

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Revolución y crisis en el Mercosur: Historia, cultura y destino. Bs. As. [i.e. Buenos Aires]: Corregidor, 2013.

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Rojas, Luis Emilio. Historia y crisis de la educación chilena. [Chile]: Editorial Cantaclaro, 1997.

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Book chapters on the topic "Crisis organization"

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Potter, Jesse. "Exiting the Organization." In Crisis at Work, 100–130. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137305435_5.

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Diers-Lawson, Audra. "Organization-related attitudes influencing stakeholder reactions to crises." In Crisis Communication, 191–204. Abingdon, Oxon ; New York, NY : Routledge, 2020.: Routledge, 2019. http://dx.doi.org/10.4324/9780429437380-16.

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Weissman, Fabrice. "Crisis and humanitarian containment." In International Organization and Global Governance, 546–58. Second edition. | Milton Park, Abingdon, Oxon; New York, NY: Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315301914-45.

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Alas, Ruth, and Junhong Gao. "Chinese Organization Crisis Management Cases." In Crisis Management in Chinese Organizations, 120–59. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230363168_10.

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Bugge, Renate Grønvold. "Temporary Organization for Crisis Intervention." In International Handbook of Traumatic Stress Syndromes, 965–74. Boston, MA: Springer US, 1993. http://dx.doi.org/10.1007/978-1-4615-2820-3_82.

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St.Pierre, Michael, Gesine Hofinger, and Robert Simon. "Organization, Errors, and Safety." In Crisis Management in Acute Care Settings, 325–63. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-41427-0_14.

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Oberender, Peter, and Georg Rüter. "The Steel Industry: a Crisis of Adaptation." In Studies in Industrial Organization, 65–89. Dordrecht: Springer Netherlands, 1993. http://dx.doi.org/10.1007/978-94-011-1733-3_3.

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Mayzell, George, and Bruce Flareau. "Burnout: A Healthcare Crisis for Us All." In The Resilient Healthcare Organization, 145–64. New York, NY : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9780429286025-11.

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Su, Lijuan, and Svetlana Stepchenkova. "The Impact of Crisis Characteristics and Media Coverage on the Public’s Attitude Toward Tourism Organization Expressed on Sina Weibo." In Information and Communication Technologies in Tourism 2021, 302–7. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-65785-7_28.

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AbstractTourism and hospitality crises that are extensively discussed online are damaging to organizational image and reputation; therefore, choosing effective response strategies is of paramount importance for service providers. The online discussions data from six hospitality and tourism related crises were used to test which crisis and media coverage characteristics significantly affected the public’s emotional and behavioral reactions to crises. With reference to the attribution theory and the situational crisis communication theory, this study identified the potentially influential crisis characteristics, hypothesized their relationship with variables describing consumer reactions to crises, and then tested those relationships in a series of ANOVA and hierarchical regression analyses. Results indicated that the locus of control, crisis stability, attribution of organizational responsibility, and organizational response strategy affected the public’s cognitive and emotional responses to crises most strongly. The attractiveness and goodwill of media sources also had an effect, as well as the quality and fairness of messages. This study makes a methodological contribution to tourism research by training machine-learning classifiers prior to conducting hypothesis testing. Identifying the most influential factors affecting the public’s response to crises can serve as guidelines for tourism and hospitality organizations in monitoring the spread of online crisis discussions and developing the most appropriate response in order to minimize consumers’ negative emotions that affect online and off-line behavior toward the organization and its brand.
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Stavrakakis, Yannis. "Debt Society: Psychosocial Aspects of the (Greek) Crisis." In The Psychosocial and Organization Studies, 33–59. London: Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137347855_3.

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Conference papers on the topic "Crisis organization"

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"CRiSIS 2011 conference organization." In 2011 6th International Conference on Risks and Security of Internet and Systems (CRiSIS). IEEE, 2011. http://dx.doi.org/10.1109/crisis.2011.6061837.

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"Conference organization." In 2012 7th International Conference on Risks and Security of Internet and Systems (CRiSIS). IEEE, 2012. http://dx.doi.org/10.1109/crisis.2012.6378937.

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"Conference organization." In 2013 International Conference on Risks and Security of Internet and Systems (CRiSIS). IEEE, 2013. http://dx.doi.org/10.1109/crisis.2013.6766343.

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Matić, Mirjana. "THE IMPORTANCE OF EMOTIONAL INTELLIGENCE OF LEADERS IN CRISIS SITUATIONS." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.s.p.2020.77.

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In the modern world, today, due to rapid changes, development of technology, market demands, we can conclude that more than ever there is a danger of various types of crises. In this regard, more than ever before, it is necessary to understand what resources companies need to be more resilient to crises. This paper provides an overview of the theoretical framework, as well as research conducted in the field of emotional intelligence and crisis management. Many studies show that the importance of emotional intelligence of leaders in a crisis is great. Leaders who have a higher level of emotional intelligence possess certain skills that can be crucial to the organization in crisis situations. This paper aims to present the correlation that exists between emotionally intelligent leaders and crisis situations, taking into account several studies conducted in this area. All studies conducted have shown that there is a positive relationship between the emotional intelligence of leaders and crisis management. The conclusion is that examining the impact of the relationship between the emotional intelligence of leaders and the crisis is an exceptional framework that provides an opportunity for human resources to operate within organizations, as management of organizations themselves, seeking and shaping leaders with emotional intelligence skills.
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Yuanni, Yang. "Non-Governmental Organization and Public Crisis Management." In 2012 International Conference on Public Management. Paris, France: Atlantis Press, 2012. http://dx.doi.org/10.2991/icpm.2012.2.

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Ma, Guo-fang. "Non-Governmental Organization and Public Crisis Management." In Public Administration in The Time of Regional Change. Paris, France: Atlantis Press, 2013. http://dx.doi.org/10.2991/icpm.2013.26.

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Drobotova, O. O. "Entrepreneurial Organization: Problems of Management Crisis Diagnostics." In Proceedings of the International Scientific Conference "Far East Con" (ISCFEC 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/iscfec-18.2019.239.

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Yudin, Oleksandr, Yuliia Boiko, and Oleg Frolov. "Organization of decision support systems for crisis management." In 2015 Second International Scientific-Practical Conference Problems of Infocommunications Science and Technology (PIC S&T). IEEE, 2015. http://dx.doi.org/10.1109/infocommst.2015.7357287.

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Lei, Xue, and Yinlin Wang. "Increase the organization's crisis prevention costs and enhance the image of the organization." In 2016 International Conference on Humanity, Education and Social Science. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/ichess-16.2016.2.

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Ianeva, Mariana, and Stiliyana Basmadzhieva. "PR OF A TOURISM ORGANIZATION UNDER CONDITIONS OF CRISIS." In TOURISM AND CONNECTIVITY 2020. University publishing house "Science and Economics", University of Economics - Varna, 2020. http://dx.doi.org/10.36997/tc2020.303.

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Nowadays, the issues related to the goals that the tourism organization should set and the new policy to which it needs to focus is especially relevant. In order to achieve them, it is necessary to develop and conduct various events that are within the competence not only of marketing managers, but also of those of PR specialists in companies and tourism destinations. The tasks set in the current report are related to external information, which is used by the media to create a story, which must fully reflect the credibility of the situation in a particular problem environment. Good practices have been identified in order to promote the opportunities for providing a healthy tourism product in a global health crisis in tourism destinations. In such global conditions, in which markets are shrinking and the rules for tourist services related to the provision of a healthy environment are changing, health tourism finds an increasingly sustainable place among the product offerings of destinations, which in turn leads to the need for its professional promotion and competent communication with different audiences.
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Reports on the topic "Crisis organization"

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Vasilenko, L. A., M. I. Vronskaya, V. I. Zakharova, V. S. Karpichev, Yu V. Kolesnikov, P. P. Makagonov, G. G. Malinetsky, I. N. Rybakova, V. G. Smolkov, and P. V. Shevchenko. Organization and techniques of crisis management. Moscow: Prospect, 2004. http://dx.doi.org/10.18411/vasilenko-2-14.

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Layfield, Stephen R. A Crisis of Strategy the United States Military and Non-Governmental Organizations. Fort Belvoir, VA: Defense Technical Information Center, February 1998. http://dx.doi.org/10.21236/ada342699.

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Lieberman, Robert J. Statement of Robert J. Lieberman Deputy Inspector General Department of Defense to the Senate Subcommittee on Oversight of Government Management, Restructuring and The District of Columbia and the House Subcommittee on Civil Service and Agency Organization on National Security Implications of the Human Capital Crisis. Fort Belvoir, VA: Defense Technical Information Center, March 2001. http://dx.doi.org/10.21236/ada385239.

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Williams, Teshanee, Jamie McCall, Maureen Berner, and Anita Brown-Graham. Strategic Capacity Building in Community Development Organizations Post COVID-19: A Multi-Dimensional Approach to Describing Social Capital. Carolina Small Business Development Fund, November 2020. http://dx.doi.org/10.46712/social-capital-covid19-recovery/.

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Much like the 2008 financial crisis, the aftermath of the COVID-19 pandemic will likely shape historically underserved communities for decades to come. Now, more than perhaps ever before, community development organizations (CDOs) will be central actors and foundational institutions for sustainable economic growth. Our data suggest social capital is important for CDO capacity across multiple dimensions. Given the central role CDOs will likely play in rebuilding local economies in the wake of the pandemic, we highlight how these organizations can use social capital to maintain and build political, resource, network, and organizational capacity.
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S. Abdellatif, Omar, Ali Behbehani, Mauricio Landin, and Sarah Malik. Bahrain COVID-19 Governmental Response. UN Compliance Research Group, February 2021. http://dx.doi.org/10.52008/ucrg0501.

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The International Health Regulations (2005) are legally binding on 196 States Parties, Including all WHO Member States. The IHR aims to keep the world informed about public health risks, through committing all signatories to cooperate together in combating any future “illness or medical condition, irrespective of origin or source, that presents or could present significant harm to humans.” Under IHR, countries agreed to strengthen their public health capacities and notify the WHO of any such illness in their populations. The WHO would be the centralized body for all countries facing a health threat, with the power to declare a “public health emergency of international concern,” issue recommendations, and work with countries to tackle a crisis. Although, with the sudden and rapid spread of COVID-19 in the world, many countries varied in implementing the WHO guidelines and health recommendations. While some countries followed the WHO guidelines, others imposed travel restrictions against the WHO’s recommendations. Some refused to share their data with the organization. Others banned the export of medical equipment, even in the face of global shortages. The UN Compliance Research group will focus during the current cycle on analyzing the compliance of the WHO member states to the organizations guidelines during the COVID-19 pandemic.
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S. Abdellatif, Omar, and Ali Behbehani. Italy COVID-19 Governmental Response. UN Compliance Research Group, February 2021. http://dx.doi.org/10.52008/itl0501.

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The International Health Regulations (2005) are legally binding on 196 States Parties, Including all WHO Member States. The IHR aims to keep the world informed about public health risks, through committing all signatories to cooperate together in combating any future “illness or medical condition, irrespective of origin or source, that presents or could present significant harm to humans.” Under IHR, states agreed to strengthen their public health capacities and notify the WHO of any such illness in their populations. The WHO would be the centralized body for all countries facing a health threat, with the power to declare a “public health emergency of international concern,” issue recommendations, and work with countries to tackle a crisis. Although, with the sudden and rapid spread of COVID-19 in the world, many countries varied in implementing the WHO guidelines and health recommendations. While some countries followed the WHO guidelines, others imposed travel restrictions against the WHO’s recommendations. Some states refused to share their data with the organization. Others banned the export of medical equipment, even in the face of global shortages. The UN Compliance Research group will focus during the current cycle on analyzing the compliance of the WHO member states to the organizations guidelines during the COVID-19 pandemic.
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S. Abdellatif, Omar, and Ali Behbehani. Jordan COVID-19 Governmental Response. UN Compliance Research Group, February 2021. http://dx.doi.org/10.52008/jord0501.

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The International Health Regulations (2005) are legally binding on 196 States Parties, Including all WHO Member States. The IHR aims to keep the world informed about public health risks, through committing all signatories to cooperate together in combating any future “illness or medical condition, irrespective of origin or source, that presents or could present significant harm to humans.” Under IHR, states agreed to strengthen their public health capacities and notify the WHO of any such illness in their populations. The WHO would be the centralized body for all countries facing a health threat, with the power to declare a “public health emergency of international concern,” issue recommendations, and work with countries to tackle a crisis. Although, with the sudden and rapid spread of COVID-19 in the world, many countries varied in implementing the WHO guidelines and health recommendations. While some countries followed the WHO guidelines, others imposed travel restrictions against the WHO’s recommendations. Some states refused to share their data with the organization. Others banned the export of medical equipment, even in the face of global shortages. The UN Compliance Research group will focus during the current cycle on analyzing the compliance of the WHO member states to the organizations guidelines during the COVID-19 pandemic.
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S. Abdellatif, Omar, and Ali Behbehani. Saudi Arabia COVID-19 Governmental Response. UN Compliance Research Group, February 2021. http://dx.doi.org/10.52008/ksa0501.

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The International Health Regulations (2005) are legally binding on 196 States Parties, Including all WHO Member States. The IHR aims to keep the world informed about public health risks, through committing all signatories to cooperate together in combating any future “illness or medical condition, irrespective of origin or source, that presents or could present significant harm to humans.” Under IHR, states agreed to strengthen their public health capacities and notify the WHO of any such illness in their populations. The WHO would be the centralized body for all countries facing a health threat, with the power to declare a “public health emergency of international concern,” issue recommendations, and work with countries to tackle a crisis. Although, with the sudden and rapid spread of COVID-19 in the world, many countries varied in implementing the WHO guidelines and health recommendations. While some countries followed the WHO guidelines, others imposed travel restrictions against the WHO’s recommendations. Some states refused to share their data with the organization. Others banned the export of medical equipment, even in the face of global shortages. The UN Compliance Research group will focus during the current cycle on analyzing the compliance of the WHO member states to the organizations guidelines during the COVID-19 pandemic.
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Abdellatif, Omar, Ali Behbehani, and Mauricio Landin. Finland COVID-19 Governmental Response. UN Compliance Research Group, February 2021. http://dx.doi.org/10.52008/fin0501.

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The International Health Regulations (2005) are legally binding on 196 States Parties, Including all WHO Member States. The IHR aims to keep the world informed about public health risks, through committing all signatories to cooperate together in combating any future “illness or medical condition, irrespective of origin or source, that presents or could present significant harm to humans.” Under IHR, countries agreed to strengthen their public health capacities and notify the WHO of any such illness in their populations. The WHO would be the centralized body for all countries facing a health threat, with the power to declare a “public health emergency of international concern,” issue recommendations, and work with countries to tackle a crisis. Although, with the sudden and rapid spread of COVID-19 in the world, many countries varied in implementing the WHO guidelines and health recommendations. While some countries followed the WHO guidelines, others imposed travel restrictions against the WHO’s recommendations. Some refused to share their data with the organization. Others banned the export of medical equipment, even in the face of global shortages. The UN Compliance Research group will focus during the current cycle on analyzing the compliance of the WHO member states to the organizations guidelines during the COVID-19 pandemic.
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S. Abdellatif, Omar, and Ali Behbehani. Netherlands COVID-19 Governmental Response. UN Compliance Research Group, February 2021. http://dx.doi.org/10.52008/nl0501.

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The International Health Regulations (2005) are legally binding on 196 States Parties, Including all WHO Member States. The IHR aims to keep the world informed about public health risks, through committing all signatories to cooperate together in combating any future “illness or medical condition, irrespective of origin or source, that presents or could present significant harm to humans.” Under IHR, countries agreed to strengthen their public health capacities and notify the WHO of any such illness in their populations. The WHO would be the centralized body for all countries facing a health threat, with the power to declare a “public health emergency of international concern,” issue recommendations, and work with countries to tackle a crisis. Although, with the sudden and rapid spread of COVID-19 in the world, many countries varied in implementing the WHO guidelines and health recommendations. While some countries followed the WHO guidelines, others imposed travel restrictions against the WHO’s recommendations. Some refused to share their data with the organization. Others banned the export of medical equipment, even in the face of global shortages. The UN Compliance Research group will focus during the current cycle on analyzing the compliance of the WHO member states to the organizations guidelines during the COVID-19 pandemic.
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