Suchergebnisse

International crises, 1945-79; emphasis on the Arab-Israel conflict.

The crisis management field has matured into a vibrant area of scholarship and teaching. This special issue of the Journal of Management Education takes stock of where we stand with respect to the teaching of crisis management. In her call for papers, the guest editor poses many challenging questions. Having studied crises for the past 25 years, the authors thought it would be useful to reflect on their own personal answers to these questions. They explore definitions of crisis, translate research on crises into skills and knowledge for students, and draw crisis management lessons from other disciplines. The authors discuss how to teach crisis management in a stand-alone course and how to integrate it into other areas of study, and emphasize the development of students' cultural sensitivity and emotional and experiential learning, as well as their conceptual understanding regarding crises.

Nowadays, societies, governments and companies are exposed to different kind of crisis, which can occur suddenly or have a period of evolution. Therefore, organizations need a crisis management system in response to the crisis and the consequences that it could trigger. One clear episode is the COVID-19 pandemic, that has generated economic problems worldwide. In this situation, central banking have played an active role in order to preserve the economic stability of every country, trough measures, instruments and mechanisms. Behind these measures, there is a crisis management system that ensures the continuity of banking operations. Therefore, this thesis is focused on analyzing how does crisis management work in central banking, based on a case study, and a benchmarking with international central banks and proposed improvement opportunities for the bank in study. ; Author Karla Solansh Vilchez Rodriguez ; Masterarbeit Universität Linz 2022 ; Arbeit auf den öffentlichen PCs in den Bibliotheken der JKU+Medizin abrufbar

Considers management of information and effective communication at times of crisis. Examines recent crises to illustrate how and why poor management of information and communication has had disastrous effects. Discusses basic rules together with preparation and training for crisis management, including a crisis checklist, phone lines, spokespersons, conveying the message and training support staff. Comments on the need for the establishment of house rules to avoid problems. Discusses interpretations of "off the record" and how problems can arise from differing interpretations. Establishes the value of simultaneous communication to all audiences.

PurposeCrisis management increasingly requires coordination and collaboration between multiple organizations. This means that inter-organizational boundaries have to be spanned by dedicated organizational members (i.e. boundary spanners). This paper aims to describe which features facilitate the work of boundary spanners in crisis management.Design/methodology/approachA case study, consisting of 26 interviews, has been conducted in the Netherlands to explore how civilian and military representatives effectively spanned inter-organizational boundaries.FindingsFive features are identified that enable boundary spanners to improve crisis management coordination and collaboration. Boundary spanners are likely to be successful when they (1) serve long terms, (2) are sensitive to partners' concerns, (3) have considerable discretion, (4) are politically skilled and (5) prove influential in their own organization.Practical implicationsCrisis organizations can extend boundary spanners' term length, broaden their discretionary space and give them more influence to facilitate their work. Additionally, in the selection process, it would be well to choose organizational members who display a sensitivity to the interests of crisis partners and possess political skill.Originality/valueMultiple studies have reiterated the key role of boundary spanners in enabling crisis management coordination and collaboration. Yet, this study is the first to provide a systematic analysis of key features that help boundary spanners to reach this goal.

This study focuses on the management of international crises from 1945 to 1979, with an emphasis on cases in the Arab-Israel conflict. A Protracted Conflict-Crisis Model is presented and tested. The findings indicate that Arab-Israel crises are distinctive, but not because of the their geographic location. Instead, as predicted by the model, patterns of crisis management appear to depend on whether or not a crisis occurs within a protracted conflict. This discovery suggests that the profile of an international crisis, notably the extent of violent behavior and superpower activity, can be anticipated more reliably in terms of the concept of protracted conflict.

Finnish crisis management has become more challenging after the Cold War. The country is now considered increasingly vulnerable as it faces a diversified set of threats. These changing perceptions are reflected in substantial doctrinal changes: a broader security agenda and a new foreign policy line with crisis management as one of the central foci, guided by national defence priorities and constrained by economic imperatives. The ever‐present resource scarcity has not hindered organizational changes and improvements in the Finnish capacity for crisis prevention and response. Future enhancement of Finnish crisis management requires the development of international structures and the creation of a knowledge community of academics and practitioners.

Despite their unstable nature, crises are frequently defined as opportunities for managers to make strategic decisions in terms of bringing new configurations into play. According to this perspective, research is undertaken to discover new forms taken on by organisations during times of crisis. Relying on the experience of Local Centres of Community Services in Quebec during the ice storm of 1998, the results of this research permitted us to demonstrate three archetypes of crisis management collectivists, integrators and reactive types, each with the specific characteristics and imperatives as defined by Miller (1987). These consist of leadership, strategies, structures and environments. The research also permitted us to establish participants' appreciation of the performance of their organisation and of the managers dealt with the crisis. Finally, we will discuss the importance of applying theories of configuration in the field of crisis management and several promising areas of research in this field.