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Journal articles on the topic 'Management Crisis'

Author: Grafiati

Published: 4 June 2025

Last updated: 1 August 2025

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1

G., Lysak, and Andriyuk E. "THE ESSENCE, THE REASONS AND FACTORS OF EMERGENCE OF THE CRISIS PHENOMENA." ECONOMIC STRATEGY AND PROSPECTS OF TRADE AND SRVICES SECTOR DEVELOPMENT 1 (27) (July 2, 2018): 102–10. https://doi.org/10.5281/zenodo.1303828.

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<em>In the article information concerning an entity of crisis management and a perspective of crises is systematized and analyzed. Namely: the entity, the reasons and factors of origin of the crisis phenomena are opened, the existing approaches to disclosure of the concept "crisis" are generalized; bunched basic reasons of origin of crises; their classification is given.</em> <em>Classification of crises is of great importance in their recognition and consequently, and successful management of them. Classification signs of real crisis can be considered and as his parameters "pro

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2

Ugwuja, Chinelo G. "Crisis Management in Organizations." NEWPORT INTERNATIONAL JOURNAL OF CURRENT ISSUES IN ARTS AND MANAGEMENT 4, no. 2 (2024): 102–7. http://dx.doi.org/10.59298/nijciam/2024/4.2.7102107.

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In the contemporary business environment, the ability to effectively manage crises is paramount to ensuring organizational continuity and resilience. Crisis management encompasses proactive strategies to prepare for potential disruptions and reactive measures to mitigate the impact of unforeseen events. This paper explores the various types of crises that organizations may encounter, including natural, technological, and human-caused crises, and examines the importance of developing robust crisis management strategies. The study highlights the significance of organizational resilience, detaili

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3

Narch, Hilda. "Crisis Management Communications System." Rhetoric and Communications, no. 58 (January 31, 2024): 96–109. http://dx.doi.org/10.55206/dmjz3080.

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Abstract: The article is devoted to the clarification of basic concepts related to crisis management, communications systems, leadership, strategic leadership and its relation to the internal and external factors of crisis management. The study highlights the concept of both strategic leadership and a strategic leader and their significant role in managing educational organizations, maintaining their balance, and evolving and improving their performance in the light of the globalization imposed. The aim is to present study highlights regarding topics that might deter the strategic leader’s wor

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4

Kouzmin, Alexander. "Crisis Management in Crisis?" Administrative Theory & Praxis 30, no. 2 (2008): 155–83. http://dx.doi.org/10.1080/10841806.2008.11029631.

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5

براهم, نور الهناء, الهام بوجدار, and فراح الياس الهاني. "Crisis management strategies in economic Institutions." Finance and Business Economies Review 3, no. 1 (2019): 566–85. http://dx.doi.org/10.58205/fber.v3i1.1409.

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The study aimed to clarifying the importance of implementing crisis management strategies in economicinstitutions, reviewing the most important concepts related to crises, and how to confront crises through theimplementation of the concept of crisis management. Among The results, we noted that the mission of theinstitution does not finiched when facing crises, but extends to good implementation and effectivemonitoring of crisis management, and adopting an effective strategic approach that makes it more vital in anenvironment full of opportunities. Crisis strategies vary depending on the type a

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6

Goldberg, Steven D., and Beverly B. Harzog. "Oil Spill: Management Crisis or Crisis Management?" Journal of Contingencies and Crisis Management 4, no. 1 (1996): 1–9. http://dx.doi.org/10.1111/j.1468-5973.1996.tb00070.x.

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7

Osmanagić Bedenik, Nidžara. "Pandemic crisis management." Holistic approach to environment 10, no. 4 (2020): 109–23. http://dx.doi.org/10.33765/thate.10.4.3.

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The first recorded COVID-19 case emerged in China and, within a few months, it has spread to 210 countries globally, thrusting people into danger, uncertainty, fear, and of course physical and social isolation. The impacts of this pandemic are significant for every aspect of our lives. Crises include risk and chances at the same time. As Shakespeare said, “There is nothing either good or bad, but thinking makes it so“. This paper focuses on threats and opportunities of the pandemic crisis for humans and planet Earth. Crisis is defined as an unplanned and unwanted process of limited duration an

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8

Čelesnik, Goran, Mladen Radujković, and Igor Vrečko. "Resolving Companies in Crisis: Agile Crisis Project Management." Organizacija 51, no. 4 (2018): 223–37. http://dx.doi.org/10.2478/orga-2018-0023.

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AbstractIntroduction and purpose: In practice, the existing models of tackling companies’ crises are still lacking effectiveness and efficiency. The agile crisis project management model (ACPM) is based on the crisis project management doctrines, which we upgraded with the principles and methodologies of agile project management. It was developed for the resolution of such crises.Methods: Relying on scientific knowledge and in accordance with the defined research problem, we decided to use the qualitative research methods while using a method of highly structured interviews for data collection

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9

Saflow, Amany, Dr Mostafa Aldarwish, and Dr Hussam Khadija. "The Impact of Modern Crisis Management Strategies on Crisis Management Planning." International Journal of Management and Humanities 9, no. 7 (2023): 12–21. http://dx.doi.org/10.35940/ijmh.f1578.039723.

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The research aims to identify modern strategies for crisis management, and their impact on planning for crisis management, where the research was applied to employees in the directorates of the university presidency and its offices, totaling (75) employees. The researcher used the descriptive approach, and a questionnaire consisting of (28) items was prepared. It included two approaches (modern strategies for crisis management, and crisis management planning). A questionnaire was distributed electronically to a research sample of (60) employees, which was determined from the Krejci and Morgan

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10

Amany, Saflow, Mostafa Aldarwish Dr., and Hussam Khadija Dr. "The Impact of Modern Crisis Management Strategies on Crisis Management Planning." International Journal of Management and Humanities (IJMH) 9, no. 7 (2023): 12–21. https://doi.org/10.35940/ijmh.F1578.039723.

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<strong>Abstract:</strong> The research aims to identify modern strategies for crisis management, and their impact on planning for crisis management, where the research was applied to employees in the directorates of the university presidency and its offices, totaling (75) employees. The researcher used the descriptive approach, and a questionnaire consisting of (28) items was prepared. It included two approaches (modern strategies for crisis management, and crisis management planning). A questionnaire was distributed electronically to a research sample of (60) employees, which was determined

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11

Parnell, John A., William “Rick” Crandall, Long Zhang, and Yuanyuan Lin. "Visualizing Crisis Management: Crisis Experience, Concern, and Training in China." Journal of Comparative International Management 26, no. 1 (2023): 35–64. http://dx.doi.org/10.55482/jcim.2023.33534.

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China’s increasing international prominence has prompted additional research on how Chinese firms manage organizational crises. The purpose of this paper is to identify patterns of concerns and experiences with crises in China. We report on a survey of 105 managers and non-managers in China about their experience and concern with crises in their firms. Our analysis underscores three key findings. First, one's concern about a crisis is strongly associated with one's experience involving that crisis. Second, views about crisis experience and concern differ between employees in state-owned enterp

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12

Bustomi, Thomas. "Crisis Management in a Social Context: Sustainable Crisis Management Strategies for Organizations." Pinisi Journal of Social Science 2, no. 2 (2023): 67. https://doi.org/10.26858/pjss.v2i2.54463.

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This qualitative research explores crisis management in the context of Indonesia, focusing on the development of sustainable crisis management strategies for organizations. Against the backdrop of Indonesia's vulnerability to various social, economic, and environmental challenges, this study aims to investigate how organizations navigate crises effectively while considering the social dimension. Employing in-depth interviews, content analysis of relevant documents, and participant observations, the research delves into the experiences of organizations operating in Indonesia during times of cri

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13

Нurzhii, Natalia, and Natalia Kulachek. "Crisis management." Management and entrepreneurship: trends of development, no. 4 (06) (2018): 20–26. http://dx.doi.org/10.26661/2522-1566/2018-4/06-02.

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14

Zólyomi, Zsolt. "Crisis Management." Hadmérnök 14, no. 1 (2019): 352–70. http://dx.doi.org/10.32567/hm.2019.1.27.

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The security professionals are always talking about Emergency Plan, Emergency Preparedness, Emergency Response, Crisis Management, Crisis Management Plan, Business Continuity Management, Business Continuity Plan. etc. That is a question whichcomes to my mind do we know exactly what these phrases meanings are? My experiences show, usually we have different interpretations on the above mentioned expressions. Briefly we need to have an Emergency Plan to provide our Emergency Preparedness and to be able to take our Emergency Responses in case of a real Emergency situation. If we were able to elimi

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15

Truman, Pamela. "Crisis management." Nursing Standard 15, no. 19 (2001): 23. http://dx.doi.org/10.7748/ns.15.19.23.s40.

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16

Parsons, Will. "Crisis management." Career Development International 1, no. 5 (1996): 26–28. http://dx.doi.org/10.1108/13620439610130614.

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17

Aram, John D., Paul Srivastava, P. R. Kleindorfer, and H. C. Kunreuther. "Crisis Management." Journal of Policy Analysis and Management 7, no. 3 (1988): 586. http://dx.doi.org/10.2307/3323743.

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18

't HART, PAUL, ERIC STERN, and BENGT SUNDELIUS. "Crisis Management." Cooperation and Conflict 33, no. 2 (1998): 207–24. http://dx.doi.org/10.1177/0010836798033002005.

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19

Cooper, H. H. A. "Crisis Management." Journal of Police Crisis Negotiations 1, no. 1 (2001): 69–82. http://dx.doi.org/10.1300/j173v01n01_06.

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20

Riddell, Peter. "Crisis Management." Political Insight 3, no. 1 (2012): 20–22. http://dx.doi.org/10.1111/j.2041-9066.2012.00094.x.

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21

Niininen, Outi, and Maria Gatsou. "Crisis Management—." Journal of Travel & Tourism Marketing 23, no. 2-4 (2008): 191–202. http://dx.doi.org/10.1300/j073v23n02_15.

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22

Christensen, Tom, Anne Lise Fimreite, and Per Lægreid. "Crisis Management." Administration & Society 43, no. 5 (2011): 561–94. http://dx.doi.org/10.1177/0095399711412914.

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23

Mehrotra, Sharad, Taieb Znati, and Craig W. Thompson. "Crisis Management." IEEE Internet Computing 12, no. 1 (2008): 14–17. http://dx.doi.org/10.1109/mic.2008.7.

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24

Pandey, Alok. "Crisis management." XRDS: Crossroads, The ACM Magazine for Students 23, no. 3 (2017): 13. http://dx.doi.org/10.1145/3057923.

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25

Khodarahmi, Ehsan. "Crisis management." Disaster Prevention and Management: An International Journal 18, no. 5 (2009): 523–28. http://dx.doi.org/10.1108/09653560911003714.

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26

Runciman, W. B. "Crisis Management." Anaesthesia and Intensive Care 16, no. 1 (1988): 86–88. http://dx.doi.org/10.1177/0310057x8801600129.

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27

Konick-McMahan, JoAnne. "Crisis management." Nursing Critical Care 1, no. 5 (2006): 52–57. http://dx.doi.org/10.1097/01244666-200609000-00012.

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28

Buttriss, J. "Crisis Management." ITNOW 57, no. 4 (2015): 66. http://dx.doi.org/10.1093/itnow/bwv117.

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29

Wynn, Paul. "Crisis Management." Brain & Life 16, no. 3 (2020): 16–19. http://dx.doi.org/10.1097/01.nnn.0000669544.13064.ac.

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30

Fehervari, Zoltan. "Crisis management." Nature Immunology 19, no. 6 (2018): 510. http://dx.doi.org/10.1038/s41590-018-0101-7.

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31

Barton, Laurence. "Crisis Management." Cornell Hotel and Restaurant Administration Quarterly 35, no. 2 (1994): 59–65. http://dx.doi.org/10.1177/001088049403500219.

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32

Spinks, Mary. "Crisis management." Emergency Nurse 22, no. 9 (2015): 12. http://dx.doi.org/10.7748/en.22.9.12.s10.

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33

Medeiros, Norm. "Crisis management." OCLC Systems & Services: International digital library perspectives 25, no. 2 (2009): 73–75. http://dx.doi.org/10.1108/10650750910961866.

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34

Sandman, M. "CRISIS MANAGEMENT." APPEA Journal 36, no. 1 (1996): 716. http://dx.doi.org/10.1071/aj95051.

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In essence, a crisis is a Public Affairs event and it is important to distinguish between a crisis on the one hand and an emergency on the other. An emergency may not necessarily become a crisis because the focus of an emergency is internal whereas the focus of a crisis is external.At West Australian Petroleum Pty Limited (WAPET) we have a crisis management plan which has been developed to facilitate the rapid notification and response to emergency incidents involving WAPET personnel and facilities.The plan requires the organisation of an Emergency Management Team to deal with the immediate im

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35

Ward, Marion. "Crisis Management." Risk Management 6, no. 4 (2004): 67–68. http://dx.doi.org/10.1057/palgrave.rm.8240199.

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36

Goett, Pamela. "Crisis Management." Journal of Business Strategy 18, no. 6 (1997): 2. http://dx.doi.org/10.1108/eb039886.

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37

Gage, Thomas E., and Victor A. Reinoso. "Crisis Management." Journal of Business Strategy 23, no. 2 (2002): 10–11. http://dx.doi.org/10.1108/eb040229.

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38

Adamski, Jennifer L., and John Gallagher. "Crisis Management." AACN Advanced Critical Care 33, no. 4 (2022): 337–38. http://dx.doi.org/10.4037/aacnacc2022653.

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39

Pauchant, Thierry C., and Ian I. Mitroff. "Crisis management." Technological Forecasting and Social Change 38, no. 2 (1990): 117–34. http://dx.doi.org/10.1016/0040-1625(90)90034-s.

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40

Ryakhovskaya, A. N. "TRANSFORMATION OF CRISIS MANAGEMENT IN CRISIS-MANAGEMENT BUSINESS." Strategic decisions and risk management, no. 2 (November 2, 2014): 102–7. http://dx.doi.org/10.17747/2078-8886-2011-2-102-107.

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Nowadays, the requirements to anti-crisis management have remarkably changed, and it is performed in much larger scales. Anti-crisis activities are developed and used at the international, state, regional, municipal management levels, as well as for specific economic entities. New requirements of the time, peculiarities of economic development imply transformation of anti-crisis management into anti-crisis business-regulation – a combination of systems of anti-crisis management at the mega-, macro-, meso- and microlevels, each of which has its own goals, functions, tools and influence methods

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41

Митрофанова, Елена, Elena Mitrofanova, Ирэна Эсаулова, and Irena Esaulova. "SPECIFIC FEATURES OF CRISES IN THE FIELD OF PERSONNEL MANAGEMENT." Management of the Personnel and Intellectual Resources in Russia 6, no. 6 (2018): 5–9. http://dx.doi.org/10.12737/article_5a43817f6a4948.18313091.

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Crises, which have become an integral part of modern social development, penetrate, among other things, the sphere of human resources management, which requires a scientific justification of their specifics in terms of effective management. In this regard, the negative consequences of crises in the field of human resources management, which require the adoption of appropriate managerial decisions, are shown. The general typology of crises is supplemented by the types of specific human resources crises, among them: personnel hunger, the crisis of labor productivity, the crisis of competence, th

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42

Li, Shi Hua. "Study on the Theoretical Basis of Power-Grid Crisis Management." Applied Mechanics and Materials 672-674 (October 2014): 1429–32. http://dx.doi.org/10.4028/www.scientific.net/amm.672-674.1429.

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Power grid crises at home and abroad happened frequently, insufficient research on power grid crisis management and awareness of “crisis and crisis management” warns the necessity and urgency of power grid crises management. Necessity of finding rational theoretical basis for our studying crisis and carrying out crisis management are becoming urgent. This article proposes the theoretical basis from three aspects: stage-division theory, system theory and structure theory. Stage-division of power grid crisis management can be adopted according to practical study. The outstanding performances of

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43

Banayee, Mohammad Rafee. "Investigating the Challenges and Solutions of Crisis Management in Organizations." Journal of Social Sciences - Kabul University 4, no. 3 (2025): 111–25. https://doi.org/10.62810/jss.v4i3.195.

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Crises, whether resulting from natural or human-made factors, pose significant threats to human life and organizational stability. Crisis management is a discipline designed to mitigate the likelihood of crises and minimize the damage they cause. This article, based on a literature review, aims to identify the challenges and solutions associated with crisis management by analyzing credible sources, including books, articles, and research studies. The findings suggest that implementing comprehensive crisis management programs, adopting effective measures, and executing practical, cost-efficient

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44

Tomić, Zoran, Vladimir Vegar, and Miro Radalj. "CRISIS COMMUNICATION IN HEALTHCARE." Medicina Academica Integrativa 1, no. 1 (2024): 11–25. http://dx.doi.org/10.47960/3029-3316.2024.1.1.11.

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he paper explores the key role of crisis communication in addressing the growing number of crisis situations in healthcare. It examines and analyze different forms of crises in healthcare, encompassing financial and ethical dimensions, emphasizing that the effective management of crisis communication is integral to overall crisis management and thus, helps preserve the reputation of the organization and sometimes ensures its survival, threatened by crises. The significance of preparedness and the timely identification of potential crises emphasizes the crucial responsibilities of communicators

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45

NALÇACIGİL, Emre, and Ahmet Fatih ÖZYILMAZ. "Crisis Management and Early Warning Systems in Enterprises." ISPEC International Journal of Social Sciences & Humanities 4, no. 4 (2020): 387–437. http://dx.doi.org/10.46291/ispecijsshvol4iss4pp387-437.

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The crisis indicates negativity. This negativity can occur at different degrees and levels. For enterprises, the crisis includes every situation that can reduce the profitability of businesses and even threaten the existence of the business. Accordingly, conflicts within the enterprise, separation of the personnel from the enterprise, not finding new personnel, not finding raw materials, market losses, problems with suppliers or distributors, and most importantly, the political or economic problems that the country or the world may experience, and their negative effects on the business as cris

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46

Smith, Denis. "Crisis Management Teams: Issues in the Management of Operational Crises." Risk Management 2, no. 3 (2000): 61–78. http://dx.doi.org/10.1057/palgrave.rm.8240059.

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47

Babatunde, Kamaldin Abdulsalam. "Public Relations and Social Media for Effective Crisis Communication Management." Jurnal Bina Praja 14, no. 3 (2022): 543–53. http://dx.doi.org/10.21787/jbp.14.2022.543-553.

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Crisis, natural or man-made, is inevitable in our life because of human social interactions. Crises are caused by ineffective communication yet are better solved with effective communication. Scholars have studied social media's role in crisis management as an information propagator and their cost effectiveness during a crisis. Social media can potentially influence multiple public strata during and after the crisis. Social media serves as tools for relationship management which is a crucial part of crisis management; equally, public relations also serve the same. This paper explores how effec

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48

Gryzunova, E. A. "MODELS OF GOVERNMENTAL CRISIS COMMUNICATIONS AND INFORMATION MANAGEMENT." MGIMO Review of International Relations, no. 6(33) (December 28, 2013): 225–29. http://dx.doi.org/10.24833/2071-8160-2013-6-33-225-229.

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The research deals with the information system of public administration aimed at decision-making and communication with the society in a crisis. The system’s functionality depends on adequacy of goal-setting and on correspondence of the chosen strategy to a crisis type which differ by social response. The author substantiates traditional model of crisis communications and information management for solving conflict crises, while consensus crises require participative model, and polemic crises are recommended to be managed by negotiation and dialogue facilitation model. The negotiation and dial

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49

Pozhueva, Tetiana, and Dmytro Shchegolevatykh. "Digital technologies in crisis management." Economic Analysis, no. 34(2) (2024): 407–20. http://dx.doi.org/10.35774/econa2024.02.407.

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Crisis management has become a critical aspect of modern business and public administration, especially in the face of global crises such as economic recessions, pandemics, and natural disasters. In this context, digital technologies are playing an increasingly important role, providing new tools and approaches for effective crisis management. The definition of crisis management includes a set of measures aimed at identifying, assessing and neutralizing crisis situations, as well as minimizing their negative consequences. It is a management discipline that covers strategic, operational and tac

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50

Jevtić, Petronije, Ljiljana Stošić-Mihajlović, and Robert Latin. "Modern crisis marketing management." Ekonomski izazovi 9, no. 18 (2020): 110–20. http://dx.doi.org/10.5937/ekoizazov2018110j.

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According to the broadest understanding, business crises are threats to a company that create, or have the potential to create, unwanted and negative outcomes in its business. The damage caused by the crisis to the economic entity affected by the crisis includes financial losses (declining income), creating a bad image and reducing the company's reputation, damage to company assets, technological inferiority, losses for interest and influence groups, the so-called. stakeholders of the company. The business crisis is related to the weaknesses that the company has and which further encourage it;

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