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Journal articles on the topic 'Crisis organization'
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1
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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Jamal, Jamilah, and Hassan Abu Bakar. "The Mediating Role of Charismatic Leadership Communication in a Crisis: A Malaysian Example." International Journal of Business Communication 54, no. 4 (February 23, 2015): 369–93. http://dx.doi.org/10.1177/2329488415572782.
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This study develops a model to advance research on public organization reputation by integrating crisis responsibility with charismatic leadership communication. Based on situational crisis communication theory, the model was tested using structural equation modeling with data obtained from a sample of 383 employees of public organizations in Malaysia. The mediation model indicated that the dynamic mechanism of charismatic leadership communication partially mediated the relationship between crisis responsibility and perceived organizational reputation during a crisis. These findings validated the proposed model and, in particular, confirmed empirically the central role of charismatic leadership communication processes in organization. This study provides insights into the role of charismatic leadership communication in the organizational reputation processes. The model established can serve as an instructive guide for both organization and corporate leaders in managing a crisis and reputation. A practical implication of the findings is that, during a crisis, a crisis leader should engage in charismatic leadership communication effectively to mitigate the crisis impact and strengthen organizational reputation. More important, the findings indicate that charismatic leadership communication contributed to organizational reputation explicitly brought charismatic leadership communication to the forefront of organizational reputation management.
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Yordanova, D. "Study of the factors, symptoms and causes of crisis in certain business organizations in Veliko Tarnovo." Trakia Journal of Sciences 18, no. 3 (2020): 238–43. http://dx.doi.org/10.15547/tjs.2020.03.009.
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Organizational crises can be prevented and managed if the risk factors, symptoms, and causes of their occurrence are known. The factors of the financial crisis are external and internal. Symptoms appear in the financial and economic indicators, and their trends reflect the functioning and development of the organization. They are just an external manifestation of the beginning of a crisis situation, but the reasons for its occurrence lead to the crisis itself. The development of the events under the "risk - causes - crisis situation - unwanted consequences" is a logical process of realization of the potential danger of a crisis. The subject of the study is the factors, the symptoms and the occurrence of crises in the organizations. The aim of the study is to justify the relation management of organizational crises and the reasons for their occurrence. Methods of research: questionnaire, the study of the relations management of organizational crises and the reasons for their occurrence, analysis of the results, conclusions. Scope of the survey: The survey was conducted in 2018. It included five companies from the construction sector in Veliko Tarnovo. Results: The results show that the main factors for crisis occurring, in the first place, according to the surveyed companies, are the organizational faults and in the second place is the technical fault. Their views on the barriers to the more efficient management of organizational crises are united. As such, they indicate mainly the limited budget.
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Koronis, Epaminondas, and Stavros Ponis. "Better than before: the resilient organization in crisis mode." Journal of Business Strategy 39, no. 1 (January 15, 2018): 32–42. http://dx.doi.org/10.1108/jbs-10-2016-0124.
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Purpose The paper aims to adopt a strategic view of organizational survival and argue that preparedness, responsiveness, adaptability and learning abilities constitute organizational drivers of resilience and provide a new direction on crisis management. Design/methodology/approach As a conceptual and literature exploration, the methodological focus is to combine various concepts within a unified model for resilience. Findings The proposed conceptual model highlights the need for strategic reconfigurations toward the construction of a resilience culture and the development of a supporting social capital in organizations. It also portrays organizational survival and sustainability as being dependent on strategic characteristics rather than on the managerial ability to handle situations and manage crisis. Research limitations/implications In this paper, implications, methodological concerns in the study of resilience and further research directions have been presented. Practical implications The paper approaches a new way of thinking about crises and provides a set of cultural and organizational characteristics that would increase resilience and crisis management abilities. Originality/value While organizations are nowadays more than ever affected by disruptions and crises, their inherent ability and strategies to protect their sustainability have been undertheorized. This paper aims at contributing to a growing and fruitful discussion.
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Simard, Magali, and Danielle Laberge. "Development of a crisis in a project: a process perspective." International Journal of Managing Projects in Business 11, no. 3 (July 2, 2018): 806–26. http://dx.doi.org/10.1108/ijmpb-08-2017-0093.
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Purpose The purpose of this paper is to analyze the development and outbreak of a crisis in a high-priority project within a large organization. Design/methodology/approach Single-case study using extreme case sampling, a type of purposeful sampling, because this case provides rich information on a rare research opportunity: a project crisis that emerged during the fieldwork. Research data are semi-structured interviews, observations, project and organization documentation, logbook, notes and memos. Findings The paper shows the relevance of notions from organizational crisis management to an internal crisis in a temporary setting. This allowed a deeper understanding of crisis development. The paper reveals the wealth of meaningful, transparent data that can be collected when a crisis emerges. It highlights the high potential of project crises to reveal parent organizations’ dysfunctions. Indeed, findings suggest that the parent organization’s usual project management practices greatly contributed to the crisis affecting this project, which was unusually large and complex. Research limitations/implications The main potential limitation relates to transferability. However, a single-case study is appropriate when it represents a rare phenomenon that is not easily accessible for researchers – a crisis outbreak. Practical implications Results can provide insights enabling practitioners to improve their understanding of the ambiguous, stressful situations created by a crisis. Originality/value The results show the relevance of notions from organizational crisis management to the development of a project crisis and demonstrate the potentially harmful impact of a parent organization’s “usual” practices, especially on “unusually” large and complex projects.
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de Waard, Erik, Henk W. Volberda, and Joseph Soeters. "Decentralization and decomposability: determinants of responsive crisis deployment." International Journal of Managing Projects in Business 7, no. 3 (May 27, 2014): 380–404. http://dx.doi.org/10.1108/ijmpb-10-2013-0052.
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Purpose – Crisis management entails among other things developing organizational systems that are capable of reacting to unpredictable and different types of crises. It also involves designing cohesive operational elements to deal with the local dynamics of an actual crisis situation. This challenge of responsiveness – where organizations simultaneously need to react to change demands of different task environments – has hardly been investigated in management theory. The purpose of this paper is to initiate to shed more light on this blind spot. Design/methodology/approach – Modular organizing and organizational sensing are introduced as key drivers of organizational responsiveness. Based on a large-scale survey among 1,200 senior officers the study investigates how these two variables have influenced the responsiveness of the Netherlands armed forces for crisis response deployment. Findings – The findings indicate that the level of modularization is an important facilitator of organizational responsiveness. Organizational systems that are made up of semi-autonomous work groups are in a better position to simultaneously live up to the change demands of different environmental levels than organizations that follow a fine-grained modularization approach. Originality/value – It uses the military crisis response organization as an exemplary case for project-based organzations in general to take advantage of.
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Opitz, Marcus, Vidhi Chaudhri, and Yijing Wang. "Employee social-mediated crisis communication as opportunity or threat?" Corporate Communications: An International Journal 23, no. 1 (February 5, 2018): 66–83. http://dx.doi.org/10.1108/ccij-07-2017-0069.
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Purpose Defending their employer on LinkedIn or attacking their organization on Twitter: a ubiquitous social-mediated environment allows employees of crisis-stricken organizations to reach out to a mass audience with only a few keystrokes. But is such employee social-mediated crisis communication an opportunity or a threat to their organizations? By developing the perspective of employees in contrast to consumers, the purpose of this paper is to investigate the impact of employee social-mediated crisis communication on organizational reputation. Design/methodology/approach An online survey experiment was conducted among 386 participants constituting the publics of an organization. Findings The findings demonstrate the importance of moderating effects of message framing (advocacy vs adversary) and medium (blog vs microblog). They show that in comparison to consumers, employees attacking their organization on social media, particularly via media such as blog, cause disproportionally more damage to organizational reputation. Research limitations/implications While the significant effects of employees’ adversary message might make them a threat for organizations, it is argued that the fact that employees are equally as effective as advocates for their organizations as consumers also constitutes an opportunity. Practical implications Organizations need to be cognizant of the threats posed by employees’ crisis communication as well as aim to reap opportunities offered by these credible communicators by considering strategies such as authentically integrating employees in the official crisis communication response. Originality/value By comparing the role of the two groups of stakeholders (employees vs consumers) in crisis communication, the study contributes to an important audience-centered perspective.
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Oh, Soo Kwang, Kyung-Hyan Yoo, and Jennifer Owlett. "Focusing on the “Public” in Public Relations: The Importance of Person-Centered Messages (PCMs) in Crisis Communication on Twitter." Journal of International Crisis and Risk Communication Research 4 (February 1, 2021): 93–128. http://dx.doi.org/10.30658/jicrcr.4.1.4.
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Based on the theoretical frameworks of situational crisis communication theory (SCCT) and person-centered messages (PCMs), this interdisciplinary study conducted a 2 x 3 experiment to examine the role of PCMs in crisis management on social media. Our findings suggest that crisis type (victim, preventable) has an effect on people’s perceptions/reactions toward an organization and that PCM levels (low, medium, and high person-centered messages) in crisis communication on social media influence organizational reputation and participants’ intention to post negative feedback about the organization in crisis. We suggest that when organizations are responding to crisis online, they provide additional attention to the interpersonal dynamics of those interactions. Theoretical and practical implications are discussed.
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Seeger, Matthew W., Timothy L. Sellnow, and Robert R. Ulmer. "Communication, Organization, and Crisis." Annals of the International Communication Association 21, no. 1 (January 1998): 231–76. http://dx.doi.org/10.1080/23808985.1998.11678952.
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Sulistyanto, Ari, Usmar Usmar, and Hermiyetti Hermiyetti. "Model of Crisis Communication Management in the Perspective of Situational Crisis Communication Theory at the Transportation Ministry." Jurnal Komunikasi Ikatan Sarjana Komunikasi Indonesia 5, no. 2 (December 25, 2020): 232–42. http://dx.doi.org/10.25008/jkiski.v5i2.408.
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Rapid disaster response is necessary since it involves various stakeholders in disaster. However, rapid response is difficult to implement due to structural constraints and organizational hierarchy. This research aims to reveal structural constraints to crisis communication management in the internal organization of the Transportation Ministry. Situational Crisis Communication Theory (SCCT) approaches offer a framework to understand management in general in responding to crisis situation. This research uses a qualitative method with case study approaches. The results of this research show that in the pre-crisis phase the organization serves as media for sections at the Transportation Ministry to interact in monitoring potential crisis. In the crisis and post-crisis response phases, the establishment of an Ad Hoc Crisis Communication Team (TKK) has changed the organization from being under stringent hierarchic structure to being more flexible and responsive in crisis response. This research gives contributions to more dynamic crisis communication management, recommends the formulation of Standard Operating Procedure (SOP) in crisis communication management, starting from pre-crisis, crisis to post-crisis response phases, and gives guidance to government and non-government organizations in crisis communication management.
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Rahahleh, Arwa Hisham, and Majd Mohammad Omoush. "The Role of Business Intelligence in Crises Management: A Field Study on the Telecommunication Companies in Jordan." International Business Research 13, no. 1 (December 19, 2019): 221. http://dx.doi.org/10.5539/ibr.v13n1p221.
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The field of business intelligence and crisis management currently became have become important issues that organization should be concerned about. The aims of the research is to identify the concepts of business intelligence (BI) and crisis management and review the importance of business intelligence in business organizations through the following independent variables (data source - data stores - specialized data - analytical processing- Data and data mining) and its impact on the crisis management stages ( pre-crisis phase, during the crisis phase and post-crisis phase) in the Jordanian telecommunications companies. The study population consisted of employees of the Jordanian telecommunications companies. A simple random sample was selected, to whom (130) questionnaires were distributed and 120 questionnaires were retrieved. The study relied on the descriptive analytical approach (SPSS as statistical analysis). The research concluded that there is a positive significant impact between business intelligence and management crisis in the Jordanian business organizations. This indicates to the interest of these organizations in the tools of business intelligence, especially with regard to the analytical processing of data based on a secure and integrated system in the work environment to manage organization crises.
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Macnamara, Jim. "New insights into crisis communication from an “inside” emic perspective during COVID-19." Public Relations Inquiry 10, no. 2 (April 10, 2021): 237–62. http://dx.doi.org/10.1177/2046147x21999972.
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As the COVID-19 pandemic spread across the world, requiring emergency management by health authorities and providers, it created flow-on crises and “crisis contagion” for organizations ranging from international airlines and tourism operators to local businesses, schools, and universities. In addition to the risks directly associated with the health emergency, many organizations were plunged into crisis because of severe restrictions to their operations and income losses. This analysis examines crisis communication in an organization faced with major financial losses, staff redundancies, and disruption. It analyses how these and necessary crisis responses were communicated to stakeholders, using situational crisis communication theory (SCCT), as its analytical framework. While noting alternative perspectives such as crisis and emergency risk communication (CERC) theory, SCCT is identified as the most widely applied theory of crisis communication, and thus warrants ongoing review in an era of media fragmentation, disinformation, and low public trust. Furthermore, this analysis provides a relatively rare “inside” ( emic) perspective through ethnography and autoethnography conducted by a senior decision-maker in the organization studied, which expands traditional outside ( etic) perspectives and offers new insights into crisis communication.
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Chebbi, Hela, and Aline Pereira Pündrich. "Learning crisis unit through post-crisis: characteristics and mechanisms." Learning Organization 22, no. 4 (May 11, 2015): 198–214. http://dx.doi.org/10.1108/tlo-07-2011-0044.
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Purpose – This paper aims to identify the characteristics that a crisis unit should have to achieve effective learning after crisis. Literature has identified many relations between learning organizations and crisis; yet, there is a dearth of research on specific studies about crisis units and their post-crisis learning features. Thus, this paper aims to fill such a gap by giving some practical answers to this question: How can the crisis unit reduce defensiveness phase and extend openness and forgetfulness while learning after the crisis? Design/methodology/approach – This research mobilizes a framework composed by three theoretical grids: the post-crisis learning cycle (Kovoor-Misra and Nathan, 2000); the characteristics of a learning organization (Senge, 1990); and the mechanisms of crisis learning (Mitki and Herstein, 2011). A qualitative investigation is conducted to study a crisis within an oil company (PON). Findings – This paper shows that the duration of the learning cycle depends not only on the organization context but also on the characteristics of the crisis unit. Along with the cognitive, structural and procedural mechanisms, which contributed differently in each phase, the mixed framework allowed operationalizing Senge’s dimensions. Research limitations/implications – The elaboration of a single case study could be considered as a limitation, although it allows a deeper analysis of events within the organization. Practical implications – This paper pinpoints the characteristics that organizations should have as well as the learning mechanisms they should use during each phase of the post-crisis learning cycle. Originality/value – This paper analyzes crisis units as learning structures, which has not been seen yet in known literature.
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Popadiuk, C. "A review of physician preparedness in response to a systemic crisis: The case of Eastern Regional Health Authority, Newfoundland, Canada, estrogen receptor (ER) breast cancer (BC) errors." Journal of Clinical Oncology 27, no. 15_suppl (May 20, 2009): e17551-e17551. http://dx.doi.org/10.1200/jco.2009.27.15_suppl.e17551.
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e17551 Background: From March until October 2008, a Commission of Inquiry was held in St. John's, Canada, investigating systemic errors leading to incorrect ER results in BC patients. 386 ER negative BC samples tested between 1997 and 2005 were incorrect. Of 91 witnesses, 26 physicians testified about their roles in this “crisis.” Physicians have traditionally been trained to respond to individual clinical crises and acute traumatic situations. This study summarizes the physicians’ training and preparedness in response to a systemic organizational crisis. Methods: Inquiry exhibits, submissions, and transcripts of physician testimony were reviewed for evidence of education and experience in crisis management (CM) as applied to a complex organization. Education and experience with organizational health care crisis were tabulated and prevalent themes relevant for physicians summarized. Results: Evidence was reviewed from 5 oncologists, 17 pathologists, 1 health information analyst, and 3 senior physician leaders. 20 physicians held departmental or divisional leadership roles, one had an advanced degree in Public Health and one had direct experience in a complex private organization. 5 out of province expert consultants had direct experience with continuous quality control applied to large organizations. No physicians were formally trained in CM in terms of acute crisis response. Two prevailing concerns were expressed: 1) delayed and incomplete disclosure of information to patients and public, and 2) numerous preceding systems problems identified by physicians that did not translate into necessary systemic changes to prevent the crisis. Conclusions: The practice of CM recognizes the need to eliminate technological and human systems failure and to develop formal communication systems to avoid or to manage crisis situations. Large-scale organizational crisis management is an important concept for physicians to understand and actively participate in their professional roles. At present most physicians do not receive formal training in CM. No significant financial relationships to disclose.
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Simonsson, Charlotte, and Mats Heide. "How focusing positively on errors can help organizations become more communicative." Journal of Communication Management 22, no. 2 (May 8, 2018): 179–96. http://dx.doi.org/10.1108/jcom-04-2017-0044.
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Purpose The purpose of this paper is to gain new knowledge of how organizational errors can be used to early detect signals of impending crises and thereby develop internal crisis communication. Three communication processes – organizational culture, leadership and learning – that are particularly important for the development of internal crisis communication are focused. The paper also discusses what kind of learning error management supports, and suggests how crisis communication as a practice can be developed. The thesis is that intensified work of improving internal crisis communication is a vital step of becoming a communicative organization, where all coworkers are understood and act as strategic communicators. Design/methodology/approach This empirical study is part of a three-year research project on internal crisis communication within a Swedish university hospital. This paper is based on a sub-study with 37 qualitative semi-structured interviews with nurses, physicians, managers and crisis management specialists within the hospital. Findings The paper offers knowledge about how internal crisis communication can be developed by focusing on errors as resource to anticipate a crisis and as material for organizational learning. Coworkers are mainly focused in the article and are seen as important sources and strategic communicators. It is further emphasized that error management is not a matter of technological solutions, but rather a question of communicative aspects of leadership and organizational culture. Practical implications It is suggested that initiatives to develop internal crisis communication is an important step for organizations in becoming communicative organizations, and communication professionals have an important role to facilitate this development. Originality/value This paper gives a new understanding of internal crisis communication and the importance of leadership and culture.
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Tachkova, Elina R. "Enhancing post-crisis communication through memorials: the case of the bonfire crisis at Texas A&M." Corporate Communications: An International Journal 25, no. 3 (May 1, 2020): 395–411. http://dx.doi.org/10.1108/ccij-12-2019-0146.
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PurposeThere is a small amount of research that examines the post-crisis communication efforts of organizations (Coombs, 2012). The discourse of renewal has a focus on learning and positive views of the future. However, there have been some efforts to link it with memorials (Veil et al., 2011). More can be done so that memorials and remembering enhance our understanding of the effects of post-crisis communication. This paper analyzes the Texas A&M Bonfire tragedy as an example of how remembrance, through the shared experience of grief and memorializing, communicates renewal and how the narrative of the crisis has been successfully institutionalized within the organization.Design/methodology/approachThe study relies on 12 qualitative interviews with undergraduate students attending Texas A&M.FindingsThe findings indicate that memorials are important facilitators of renewal as they carry multiple messages. The results from the study indicated that the narrative of the Bonfire crisis has been embedded within the organizational culture of A&M through a memorialization process facilitated by renewal discourse. Additionally, renewal was found to influence stakeholder perceptions of crises and to be an underlying force of learning and change following organizational crisis.Originality/valueThe paper explores how an organization presents a past crisis to new stakeholders. This paper explores how stakeholders experience and interpret that post-crisis communication. Additionally, the memorial creates a remembering-forgetting tension as organizations want stakeholders to forget the negatives from a crisis.
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Carson, Jack, Jacob Waddingham, and Jeremy Mackey. "Organization member action proximity and attributions for managerial crisis response failure." Management Decision 58, no. 10 (October 12, 2020): 2177–93. http://dx.doi.org/10.1108/md-08-2020-1059.
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PurposeThe purpose of this research is to describe organization members' attributions for managerial responses to obviously externally caused crises. The authors draw from attribution theory research and the actor-observer bias to argue that organization members' proximity to managerial crisis response is a key determinant of organization members' affective and behavioral outcomes following a crisis.Design/methodology/approachThe authors develop a conceptual dual-process model of attributions that explains why organization members' judgments of managerial responsibility and associated outcomes differ depending on organization members' proximity to crisis response action.FindingsThe authors focus on organization members' attributions for the failure of managerial crisis responses to obviously externally caused crisis events. The authors present propositions regarding the impact of organization members' potential biases on their attributions for managerial crisis response. Then, the authors delineate how action proximity can assuage negative outcomes of managerial crisis response failure by encouraging an attitude of understanding and awareness of situational challenges.Originality/valueThe authors diverge from prior applications of attribution theory to crisis management by focusing on organization members' attributions of managerial crisis response failure, rather than attributions for the initial cause of the crisis itself. The authors also extend prior work that primarily focuses on crisis response strategies by instead elaborating on how organization members' attributions operate in the wake of their management's failure to effectively respond to an obviously externally caused crisis.
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Choy, Christine Hiu Ying, and Fang Wu. "Comparative case study: when brands handle online confrontations." International Journal of Conflict Management 29, no. 5 (October 8, 2018): 640–58. http://dx.doi.org/10.1108/ijcma-10-2017-0120.
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Purpose This study aims to examine the theoretical links among three important variables by empirically testing the cases of two international brands. Design/methodology/approach By using a comparative case study design, this study conducts a content analysis of a total of 490 Facebook comments regarding online confrontational crises: Dolce & Gabbana’s photo fiasco and Laneige’s discriminative sales incident. Findings The findings suggest that when evaluating whether or not a company has shouldered responsibility in online confrontational crises, social media users tend to be more influenced by how timely, active and consistent the organization’s reaction is than by the organization’s mere use of concession crisis communication strategies (CCSs). The individual-level perception (perceived degree of organizational crisis responsibility-taking) is a stronger predictor of social media users’ reaction than organization strategies. The earlier that social media user has a perceived improvement in the organization, the more effective is the organization’s strategy to minimize the effects of social media as crisis mobilizer. Originality/value This study confirms theories formulated in a Western context with actual cases from Eastern cultures. Theoretically, this study sheds light on the importance of the individual-level perception for effective use of organization strategy in crisis. This study also suggests the relative significance of positive forms of crisis response, concessions CCSs and their relationship with the perceived degree of crisis responsibility-taking.
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Hutagaol-Martowidjojo, Yanthi R. I. "Borneo Orangutan Survival Foundation (BOSF): Building Trust in Diverse Stakeholders." Asian Case Research Journal 23, no. 02 (December 2019): 539–60. http://dx.doi.org/10.1142/s0218927519500226.
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While many case studies show the importance of a value proposition for profit organizations, this case demonstrates the importance of a value proposition for a non-profit organization in shaping the organization, in particular to prevent organization from an escalating crisis to improve its performance. The case is designed to foster a thoughtful organizational transformation through the development of an organization value proposition based on stakeholder and stakeholder participation theories. Borneo Orangutan Survival Foundation (BOSF) was in a financial crisis before 2011. The new CEO put new value proposition formulation on his priority by analyzing the interests of BOSF’s stakeholders. Hence, the case adds the importance of leadership aspect in analyzing organization’s stakeholders’ interests and expectations and effectively making decisions to meet them.
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Yu, Cheng Zhen, and Tak Jie Chan. "Cadbury Malaysia Porcine DNA Case: Lessons from Crisis Management and Cultural Perspectives." Malaysian Journal of Social Sciences and Humanities (MJSSH) 5, no. 8 (August 2, 2020): 33–38. http://dx.doi.org/10.47405/mjssh.v5i8.456.
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Crises are inevitable and it can be happened at any point of the organization process. Thus, it is worthwhile for the organization to identify the early plan of issue or potential risk occurring within organizations as it is not easy to win the reputation warfare. Thus, this paper aims to review the Cadbury Porcine DNA case that happened in Malaysia from the perspective of crisis management and cultural approaches. The discussion of the case surrounded on the chronology of the case, crisis communication and management strategies carried out by Cadbury and lessons learned from it. This has called upon the management, especially the public relations or corporate communication department to look into it to form a strategic solution to safeguard the organization’s reputation when the crisis strike.
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Bhattacharyya, Dipak Kumar. "We are now omnidextrous to sustain! Story of CERA India." Vilakshan - XIMB Journal of Management 17, no. 1/2 (October 13, 2020): 173–79. http://dx.doi.org/10.1108/xjm-07-2020-0051.
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Purpose This study aims to help students to relate their theoretical knowledge in managing change in a crisis. It is more relevant in today’s pandemic situation and could be a morale booster for many entrepreneurs who are struggling to sustain. Design/methodology/approach It is based on managing real-life change situation in organization, and it is presented in narrative form. Findings CERA India could successfully transform and sustain in Covid-19 pandemic situation with an inclusive approach, without losing their identity. Research limitations/implications This study is based on consulting experience and success story of one organization in pandemic situation. Important message is in a crisis, organizations can sustain partnering with people. But, this depends on the prevalent culture of the organization. Also, other organizations before replication need to ascertain the problem of their brand dilution, for shifting their focus to other product lines. Practical implications This story can be used in organizational change management classes, and students may be assigned to document their lessons. At the end of the story, some possible areas of investigation for students are listed for getting appropriate direction. Social implications In this pandemic situation, this study is socially relevant, as it shows how organizations can sustain with a human face. Originality/value This study is original and based on real-life experience in managing organizational transformation in a crisis situation. The name of the organization is imaginary, as organization did not like their name in public. This is one reason of not using their data for tabular presentation.
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Лоханова and Valyentina Lokhanova. "Forecasting in Crisis Management Organization." Administration 4, no. 4 (September 19, 2016): 91–98. http://dx.doi.org/10.12737/22795.
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The relevance of scientific research in the field of crisis management due to the depressed state of the
Russian economy, including its business sector. One of the important directions of the scientific school of the
Department of corporate management is forecasting the development of the organization in crisis. The article
defines the essence of anti-crisis forecasting, its objective, stages and influencing factors. Special attention
is given to forecasting methods, their classification, selection criteria. The contribution of famous Russian
and foreign scientists to the theory of forecasting of bankruptcy of the organization, a comparative analysis
of the advantages and disadvantages of different methods of forecasting. The list of critical indicators of the
probability of bankruptcy.
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Porter, Amanda J. "Emergent Organization and Responsive Technologies in Crisis." Management Communication Quarterly 27, no. 1 (September 11, 2012): 6–33. http://dx.doi.org/10.1177/0893318912459042.
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I articulate and employ a situational boundary-making approach to study the emergence of organization and technology at a shelter during Hurricane Katrina. My analysis of qualitative data shows how emergent organization occurred at the shelter as situational entanglements consisting of three main elements: a salient moment in time, key actors, and boundary-making practices. Key actors’ responses to salient moments in time enacted both distinction and dependency between organizational and technological actors, resulting in a divided organization. This analysis extends emergent approaches by showing how organization and technology are situationally organized and emerges through the (in)determinacy of meaning. Implications are also discussed for disaster managers to assess the success and failure of technology during a response.
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Haupt, Brittany, and Lauren Azevedo. "Crisis communication planning and nonprofit organizations." Disaster Prevention and Management: An International Journal 30, no. 2 (January 8, 2021): 163–78. http://dx.doi.org/10.1108/dpm-06-2020-0197.
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PurposeThe purpose of this paper is to discuss the evolution of crisis communication and management along with its inclusion into the field and practice of emergency management. This paper also discusses the inclusion of nonprofit organizations and the need for these organizations to engage in crisis communication planning and strategy creation to address the diverse and numerous crises that nonprofits are at risk of experiencing.Design/methodology/approachThis paper utilizes a systematic literature review of crisis communication planning tools and resources focused on nonprofit organizations to derive best practices and policy needs.FindingsThe resources analyzed provide foundational insight for nonprofit organizations to proactively develop plans and strategies during noncrisis periods to support their organization when a crisis occurs.Research limitations/implicationsLimitations of this paper include limited academic research and practical resources related to nonprofit organizations and crisis communication planning. As such, several potential avenues for empirical research are discussed.Practical implicationsThis paper provides considerations for nonprofit organizations engaging in crisis communication planning and aspects leaders need to partake in to reduce or eliminate the risk of facing an operational or reputational crisis.Social implicationsThis paper highlights the critical need to generate a crisis communication plan due to the diverse crises nonprofit organizations face and their connection to the emergency management structure. Understanding the crisis and utilizing a crisis communication plan allows nonprofit organizations a way to strategically mitigate the impact of a crisis while also providing essential services to their respective communities and maintain their overall stability.Originality/valueThis paper is unique in its analysis of crisis communication planning resources and creation of a planning framework to assist nonprofit organizations in their planning efforts.
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Bieńkowska, Agnieszka, Katarzyna Tworek, and Anna Zabłocka-Kluczka. "Organizational Reliability Model Verification in the Crisis Escalation Phase Caused by the COVID-19 Pandemic." Sustainability 12, no. 10 (May 25, 2020): 4318. http://dx.doi.org/10.3390/su12104318.
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This article concerns the Organizational Reliability Model (ORM) verification in the crisis escalation phase caused by critical conditions of organization functioning induced by the COVID-19 pandemic. ORM is constituted by three reliabilities, human resources, information technology, and management, which are mediators through which Type-1 and Type-2 reliability capabilities influence organizational reliability. Organizational reliability is a prerequisite for sustainability of contemporary organizations. The model was developed and verified for a variety of operating conditions. However, crisis induced by a Black Swan type of event creates conditions so critical that it calls for verification of known paradigms and models, as an element of crisis-state theory building. This is why this paper’s aim was to verify the ORM and explain the mechanisms of shaping organizational reliability in such conditions in order to contribute to both theory (verifying the organizational reliability paradigm among organizations in crisis) and practice (proposing mechanisms, potentially helping them survive). The ORM is empirically verified based on the sample of 115 employees from Italy operating under critical conditions of the COVID-19 pandemic (research carried out in the week of 18–22 March 2020). In order to verify the hypothesis, the path analysis was executed using SPSS AMOS. The results confirmed that in the extreme critical conditions causing crisis escalation for the organizations, there is a need to redefine the existing paradigms, including ORM. The results show that the HR reliability role in the ORM has drastically changed and the mechanism of its influence on organizational reliability is significantly different in crisis influenced by critical conditions of organization functioning. They also confirmed that IT together with HR is dependent on management to change the way of working and until that, its reliability may be counterproductive for the reliability of organizational as a whole. Therefore, obtaining sustainability in the crisis escalation phase requires redefining the mechanisms for securing organizational reliability.
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Marceau, Gabrielle. "IGOs in Crisis? Or New Opportunities to Demonstrate Responsibility?" International Organizations Law Review 8, no. 1 (2011): 1–13. http://dx.doi.org/10.1163/157237411x594218.
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AbstractThis editorial seeks to explore the creative reactions of intergovernmental organizations ('IGOs') in times of global crisis. With emphasis on recent health and economic crises and the response of IGOs including the World Health Organization, the International Monetary Fund, the World Bank and the World Trade Organization, the editorial shows that crises have strengthened the institutional and law-making power of the IGOs that are forced to deal with them. Certain common elements emerge from this discussion, including the more prominent role that the leadership and Secretariats of IGOs regularly play in crises, the wider range of institutions and groups with which IGOs are prepared to closely collaborate in order to deal with new issues, and the increased prevalence of creative and informal law-making by IGOs as part of their institutional responses to challenges.
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Chin, Stephanie, and Sidney Pink. "Single Carrot Theatre: Financial Crisis Leads to Artistic Pivot." Journal of Arts Entrepreneurship Education 3, no. 1 (July 28, 2021): 12–16. http://dx.doi.org/10.46776/jaee.v3.77.
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This teaching case study examines how Single Carrot Theatre in Baltimore, Maryland used adaptive capacity, leadership structures and risk assessment to implement a large organizational and artistic pivot. The case study is designed for undergraduate students to analyze how an established arts organization in financial risk can pivot from a traditional model to an innovative business structure while managing financial sustainability, audience growth and artistic vision. The Instructor’s Manual includes learning objectives, sample questions and additional resources to guide discussion around organizational culture and the important role of artistic vision in arts organizations.
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Frandsen, Finn, and Winni Johansen. "Voices in Conflict? The Crisis Communication of Meta-Organizations." Management Communication Quarterly 32, no. 1 (May 15, 2017): 90–120. http://dx.doi.org/10.1177/0893318917705734.
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Crisis communication research has largely focused on investigating crisis response strategies applied by a single organization when aiming to protect its reputation among key stakeholders. Little research has explored the interorganizational dimension of crises, crisis management, and crisis communication, in casu, the role of trade associations. Based on Rhetorical Arena Theory, this article examines two research questions: (1) How do trade associations prepare for crises that may arise for their member organizations and/or for themselves? and (2) How do trade associations communicate during a crisis involving one or more of their members and/or themselves? Do they speak with “one voice,” or do they pursue different strategies? The empirical basis for this research is a case study of how four Danish trade associations representing the clothing industry intervened communicatively when one of their members, Bestseller, faced a double crisis in 2011.
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van der Meer, Toni G. L. A., Piet Verhoeven, Johannes W. J. Beentjes, and Rens Vliegenthart. "Disrupting gatekeeping practices: Journalists’ source selection in times of crisis." Journalism 18, no. 9 (May 16, 2016): 1107–24. http://dx.doi.org/10.1177/1464884916648095.
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As gatekeepers, journalists have the power to select the sources that get a voice in crisis coverage. The aim of this study is to find out how journalists select sources during a crisis. In a survey, journalists were asked how they assess the following sources during an organizational crisis: news agencies, an organization undergoing a crisis, and the general public. The sample consisted of 214 Dutch experienced journalists who at least once covered a crisis. Using structural equation modeling, sources’ likelihood of being included in the news was predicted using five source characteristics: credibility, knowledge, willingness, timeliness, and the relationship with the journalist. Findings indicated that during a crisis, news agencies are most likely to be included in the news, followed by the public, and finally the organization. The significance of the five source characteristics is dependent on source type. For example, to be used in the news, news agencies and organizations should be mainly evaluated as knowledgeable, whereas information from the public should be both credible and timely. In addition, organizations should not be seen as too willing or too eager to communicate. The findings imply that, during a crisis, journalists remain critical gatekeepers; however, they rely mainly on familiar sources.
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Simsa, Ruth, Paul Rameder, Anahid Aghamanoukjan, and Marion Totter. "Spontaneous Volunteering in Social Crises: Self-Organization and Coordination." Nonprofit and Voluntary Sector Quarterly 48, no. 2_suppl (July 13, 2018): 103S—122S. http://dx.doi.org/10.1177/0899764018785472.
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This article investigates spontaneous volunteering during the social crisis referred to as the “European 2015 refugee crisis.” The situation was politically controversial and the vacuum in humanitarian aid was filled by civil society, including large numbers of spontaneous volunteers (SVs). Based on empirical research, we analyzed the responses and the experiences of SVs working under the auspices of civil society organizations and derived management implications. The findings show that the environment of spontaneous volunteering in social crises differs from that in natural disaster situations. SVs partly substitute official response systems and this results in a high degree of self-organization. Thus, “structured self-organization,” that is finding a suitable complementary relationship between self-organization and coordination, is crucial for the efficiency of SVs’ work, and their satisfaction, well-being, and commitment. Structured self-organization requires (a) fluid structures that enable autonomy, (b) orienting framework conditions, and (c) resources for care and coordination.
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Prunenko, M. A. "MANAGEMENT ACCOUNTING IN PANDEMIC CONDITIONS." Bulletin of Udmurt University. Series Economics and Law 31, no. 3 (June 8, 2021): 388–93. http://dx.doi.org/10.35634/2412-9593-2021-31-3-388-393.
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The COVID-19 pandemic suddenly and unexpectedly has brought unprecedented short and long-term challenges to organizations. In the context of the global economic crisis, the role and importance of production information and its operational accounting in making managerial decisions is increasing. The main task of such support is to use new methods of organizing production and sales, and as a result, to reduce costs and improve the quality characteristics of products. The crisis makes more "stringent" requirements for the quality of information for making management decisions. Therefore, it is critically important to use the entire arsenal of the management accounting system, which allows solving these problems. Insufficient or incorrect understanding of the importance of management accounting in times of crisis is the ignorance or ineffective use of its tools in the organization. The purpose of this study is to examine changes in the management accounting system during the crisis. In this work, various aspects of the organization's management accounting are analyzed. The most effective ways to optimize costs in the crisis period of the organization's activities are identified. Long-term anti-crisis solutions are proposed. The presented methods of overcoming the crisis phenomena can be applied in the economic activity of any economic organization.
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Sawalha, Ihab Hanna. "After the crisis: repairing a corporate image." Journal of Business Strategy 41, no. 6 (August 5, 2019): 69–80. http://dx.doi.org/10.1108/jbs-04-2019-0075.
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Purpose The purpose of this paper is to discuss the effectiveness of image-repair strategies adopted by organizations to restore their public image and reputation following crisis situations, the lessons learned from these cases and the significance of contextual factors that are likely to affect image-repair efforts and strategies adopted. Design/methodology/approach Three cases have been reviewed in this paper: Weather, Jordan; Nestlé Waters, Jordan; and Victoria College School, Jordan. Information was obtained from published materials, such as YouTube commentaries, local newspapers and online news agents, primarily the Jordan Times, which is considered the number one daily in the country. The discussion of these cases is original and based on academic theory and literature. Findings Organizations differ in terms of the ways they respond to corporate crises and the strategies they are likely to adopt to restore/recover their reputation and public image. Practical implications Corporate reputation or public image is an asset that is built over time. Organizations within all industries seek to secure positive images in the minds of people. The image of an organization however can be threatened by crises. Trust and public image decline when stakeholders feel they have not been adequately informed in times of crises regarding the different attributes of the situation or how the organization is dealing with the crisis. Organizations have the choice to adopt one image-repair strategy at a time or a combination of strategies according to the requirements of the situation. Originality/value Image-repair strategies have been examined in American and European contexts but have, to the author’s knowledge, never been examined in the context of Arab organizations and more specifically in the context of Jordanian organizations. This paper therefore provides a new insight into how to apply these strategies in a unique and new context and will also motivate future research in this regard.
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Engemann, Kurt J. "Emerging developments in organizational risk." Continuity & Resilience Review 1, no. 1 (August 29, 2019): 26–35. http://dx.doi.org/10.1108/crr-03-2019-0011.
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Purpose Unforeseen crises can result in significant losses for unprepared organizations. A paradigm for risk management discloses that threats can lead to crisis events which can have immense negative consequences. Analyzing risks and making appropriate decisions regarding them is very challenging but crucial. Emerging developments in organizational risk reveal similar characteristics among evolving threats. Effective risk management requires insightful leadership and is essential for an organization to achieve security. The paper aims to discuss these issues. Design/methodology/approach The authors explore some emerging developments in organizational risk, by highlighting evolving concerns and identifying their common characteristics. The authors then discuss key resources and recommend approaches in managing organizational risk. Findings Evolving concerns in organizational risk include: infrastructure risk, enterprise risk, information security risk, supply chain risk and new technologies risk. The most troubling threats to an organization tend to have some risk characteristics in common. These attributes are useful in identifying further threats. Originality/value Managing risk is an enormous challenge that all organizations encounter. Understanding the common characteristics of evolving risks that are currently under scrutiny can provide insight into identifying further threats to organizations. With these common characteristics understood, the primary resources of solid leadership, risk analytics and professional business continuity management can aid in the recognition of additional obscured but growing risks and be beneficial in providing security for an organization.
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Barbe, Danielle, and Lori Pennington-Gray. "Using situational crisis communication theory to understand Orlando hotels’ Twitter response to three crises in the summer of 2016." Journal of Hospitality and Tourism Insights 1, no. 3 (August 13, 2018): 258–75. http://dx.doi.org/10.1108/jhti-02-2018-0009.
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Purpose The purpose of this paper is to assess the crisis communication strategies implemented by hotel and lodging organizations via social media. Specifically, this study analyzed Twitter content by hotels in Orlando, Florida during the summer of 2016 when several crises occurred that made global media coverage, including the alligator snatching on Disney property, the mass shooting at Pulse nightclub and growing concerns of Zika virus. Design/methodology/approach To understand crisis communication in the hotel industry, this study was guided by the technology-environment-organization framework and situational crisis communication theory (SCCT). Twitter content between June 1 and August 31, 2016 from Orlando hotels was collected and content analyzed to determine: was the message related to the crisis event, the SCCT strategy used and the influence of hotel organizational factors (ownership, size, classification) on the use of social media for crisis communication. Findings Results indicate that most hotels are not currently using Twitter as a form of crisis communication. Only the shooting at Pulse Nightclub was communicated and the SCCT bolster strategy was used throughout each of the crisis-related message, reminding stakeholders that they too are a victim. Originality/value This study provides insight into the ways hotels are using social media for crisis communication. Each crisis explored was different, and while the hotels were not responsible for creating the crises, they are responsible for the safety of guests. These results inform hoteliers that there is a responsibility to communicate during a crisis, particularly for informative purposes.
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Ramzy Hasibuan, Muhammad, and Irwansyah Irwansyah. "Strategi Image Repair PT HM SAMPOERNA TBK pada peristiwa ‘karyawan pabrik Surabaya positif covid-19’." Jurnal Komunikasi 15, no. 1 (October 31, 2020): 1–18. http://dx.doi.org/10.20885/komunikasi.vol15.iss1.art1.
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The use of Image Repair Theory for companies during crisis communication is an interesting study. It is also applied when several PT HM Sampoerna Tbk factory employees are known to have died due to suffering from COVID-19. This event affected the company's image, especially the negative sentiment on the quality of the products produced due to employees affected by COVID-19. This study analyzes the image repair strategy used by PT HM Sampoerna Tbk through press releases published on the company's official website. The research objective is to analyze message options for organizations to use in times of crisis. The study uses a qualitative content analysis method by analyzing text written in press releases, then putting it into categories that have been determined in the image repair strategy. The results showed PT HM Sampoerna Tbk's inconsistency in using the Reducing Offensiveness strategy, which is often used in types of accident and/or challenge crises, including product damage situations. Excessive use of Reducing Offensiveness must be an organization's concern when conducting crisis communication, especially when the audience has a critical view of the organization. Reducing Offensiveness can be more optimally used by neutral third parties than the organization itself; however, the research results show that PT HM Sampoerna Tbk carries out all strategy delivery.
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Cohn, Ruth E., William A. Wallace, and John R. Harrald. "Organizing for Response: The Unresolved Problem." International Oil Spill Conference Proceedings 1991, no. 1 (March 1, 1991): 29–33. http://dx.doi.org/10.7901/2169-3358-1991-1-29.
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ABSTRACT During the critical hours immediately following a significant spill, responders must perform three functions: determine the initial strategy and tactics, mobilize resources, and create the response organization. This paper examines the processes of creating and managing a smoothly functioning response organization. The current trend toward the creation of highly centralized response organizations based on the Incident Command System is criticized, based on research that demonstrates the need for a decentralized, flexible decision-making structure during a crisis. Research that examines the role of the external environment and organizational culture in the creation of effective crisis management organizations is identified. The formation of decision-centered organizations that effectively use decision-making groups is discussed. Until and unless these issues are better understood and addressed by disaster researchers and managers, organizing for response will remain an unresolved problem.
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Kim, Eunyoung, and Wilson Lowrey. "Does Local News Side With Local Organizations? A Case Study of Boosterism and Dependence on Local and National Sources." International Journal of Sport Communication 11, no. 1 (March 1, 2018): 123–40. http://dx.doi.org/10.1123/ijsc.2017-0079.
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This case study examines how local news tends to represent a crisis of a local organization differently from national news. Based on reviewing literature on local news boosterism, this study suggests a couple of reasons for differences between local and national news coverage: local source organizations’ boosting the city’s economy and symbolic values and variability in dependence on organizational sources by local news. When a local organization faces a crisis, local news media tend to cover issues more supportively than do national news media. Content analyses of local and national news about the crisis for the Baltimore Ravens professional football team related to player Ray Rice’s domestic violence case in 2014 show positive relationships between dependence on organizational sources and more supportive coverage on local news than that of national news. Local and national news both employed the frames of economic consequences and symbolic boosterism, but in different ways. Theoretical and practical implications are presented in the discussion.
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Zvarych, Roman, and Tetyana Tysh. "Crisis management and leadership in a coronary crisis." Herald of Ternopil National Economic University, no. 2(96) (July 10, 2020): 135–47. http://dx.doi.org/10.35774/visnyk2020.02.135.
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Introduction. Crisis phenomena are an integral part of the development of any system in the world. Today; almost all countries suffer from crises; as it goes beyond the organizational activities and impacts the whole society. Crisis approaches are required to be implemented to administration at all levels. High competence of managers in such conditions; on the one hand; influences the development of individual crisis processes; and on the other - requires high quality management. Crisis management is able to prevent or mitigate crisis situations in production and economic activities; as well as to maintain the operation of the enterprise in the mode of survival during the unfavourable period and overcome it with minimal losses. The effectiveness of anti-crisis activities in the organization depends on the validity; completeness and timeliness of needed measures. Leadership is inherent in any field of human activity; but business environment is one of the spheres where role of leader is crucial. The efficiency of the enterprise is largely determined by the level of general development and competence of its top-management. Methods. The methodological basis of the study is a set of fundamental provisions of crisis theory; organizational theory; as well as modern concepts of crisis management and leadership. The solution of the set tasks was carried out by using a set of general scientific research methods: analysis of scientific literature; method of analogy and comparison; theoretical synthesis; classification; methodological generalization; economic and statistical analysis; expert assessments and scientific abstraction. The purpose of research is to analyze the economy of Ukraine in the context of the coronacrisis and to develop anti-crisis leadership measures for the development of domestic business. Results. The research proved that choosing correct crisis management strategy and its timely implementation can bring an organization out of the crisis and ensure its future functioning and prosperity. In research established that coronacrisis overcoming measures and its negative impact should include innovations in combination with proven methods of previous crises. The research proposes a set of measures for developing an effective crisis management strategy. The practices of management behavior models used by foreign companies in the conditions of coronacrisis are discovered and recommendations aimed at improving existing domestic models are provided. Prospects. The results of the research discover possibilities to develop leadership anti-crisis measures that will be effective in the future in conditions of uncertainty. The prospect of further research is to apply anti-crisis leadership measures for the development of domestic business in conditions of coronacrisis.
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Pop, Ștefan. "Prevention and Crisis Management." International conference KNOWLEDGE-BASED ORGANIZATION 23, no. 1 (June 20, 2017): 246–50. http://dx.doi.org/10.1515/kbo-2017-0039.
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Abstract Crisis management should always be proactive and not just reactive. Every organization must engage in proactive crisis management by monitoring issues related to its business and to society in general, by assessing risks and developing a crisis communication plan. Proactive crisis management helps organizations anticipate a crisis before it occurs. This said, a great part of crisis management is reactive management, as it is about dealing with a crisis once it hits.
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Madouni, Ali. "The Organizational Creativity and its Relationship to Crisis Management in the Light of Coronavirus Pandemic." Technium Social Sciences Journal 13 (November 8, 2020): 473–80. http://dx.doi.org/10.47577/tssj.v13i1.2001.
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This paper aims to highlight the organizational creativity and how to manage crises, within the global pandemic crisis of 2019. Common that creativity and innovation are considered as core principles for the continuous advance of any organizational structure, through investment in ideas and manners; to modernize and cope with sorts of response to the performant and technological progress and changes, and to increase the competition effectiveness of the organizational structure, correspondingly. In the other hand, as it is typically recognized that any organization is affected by the external changes, conditions and occurrences; in positive or negative sides. Additionally, the essential pillars of such entities lie implicitly in the strong policies and strategies in dealing with such situations, and in maintaining its balance, especially in time of crises, in particular domestic domains, or crises of a global span. Through this presented paper, we target to approach the relationship between the organizational creativity and crisis management in linkage to the current global pandemic crisis ; as we extend the affecting features on the organizational structure creativity, and its communicative activities.
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Nikandrou, Irene, and Irene Tsachouridi. "Towards a better understanding of the “buffering effects” of organizational virtuousness’ perceptions on employee outcomes." Management Decision 53, no. 8 (September 21, 2015): 1823–42. http://dx.doi.org/10.1108/md-06-2015-0251.
Full textAbstract:
Purpose – The purpose of this paper is to investigate the buffering effects of organizational virtuousness. More specifically, the study investigates employee reactions (job satisfaction, intent to quit and willingness to support the organization) to organizational virtuousness’ perceptions both in conditions without crisis and in conditions with crisis. Design/methodology/approach – The paper adopts the experimental methodology to explore its main hypotheses and research question. The results of a field study are also presented in order to add generalizability to the experimental results. A post hoc qualitative analysis based on focus-group interviews sheds light on the above findings and enables their better understanding. Findings – The results indicated that even during a financial crisis those perceiving higher organizational virtuousness expressed higher job satisfaction, lower intent to quit and higher willingness to support the organization compared to those perceiving lower organizational virtuousness. Organizational virtuousness’ perceptions have also been found to moderate (accentuate) the effects of the financial crisis on job satisfaction and intent to quit. Willingness to support the organization seems to be unaffected by the financial crisis. Practical implications – Managers should be aware of how individuals respond to organizational virtuousness during conditions of financial crisis. Originality/value – The study makes a unique contribution to the literature by being the first to investigate the effects of organizational virtuousness’ perceptions on employee reactions both pre- and during-financial crisis.