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AbstractThe goal of this study is to present a thorough analysis of the ways that organisational culture (OC) and risk assessment competencies of leaders affect the creation of strategic frameworks, especially about high‐quality crisis decision‐making. A self‐administered questionnaire was distributed to 436 organisational personnel; 304 valid responses were received, and these were analysed using variance‐based structural equation modelling. The findings show that OC, leadership risk assessment and a strategic management plan (SMP) are favourable predictors of high‐quality crisis decision‐making. According to this research, every variable strengthens the link between SMP quality and crisis decisions. The study is supported by an integrated method for understanding complex organisational facts. Practical ramifications for leadership development include strengthening leaders' capacity to appraise risk, considering OC and employing an SMP to guarantee that, when making sound crisis judgements, they are both innovative and compliant with organisational ethics.

"Evaluating Success and Failure in Crisis Management" published on by Oxford University Press.

Crisis management evaluators and commentators, routinely attach labels of 'success' and 'failure' to crisis management initiatives. Yet there is a near absence of detailed criteria against which outcomes can be assessed. This article goes some way to redressing this paucity of reflection. The article presents an innovative framework to help analysts approach and evaluate the issue of what constitutes success (and failure) in crisis management initiatives, including complex policy/political outcomes between these extremes. In recognition of the realpolitik of crisis responses, it deals also with successes (and failures) in crisis management processes, decisions and politics.

Contingency planning is widely considered to be an essential role of public authorities. Anticipation of what may happen, coupled with the prior allocation of resources, personnel, equipment, crisis control rooms, tasks, responsibilities and decision guidance/rules, is assumed to maximise the chances of a successful response in the event of a crisis. However, this paper proposes that the relationship between crisis planning and crisis management outcomes is more complex and nuanced relationship the often assumed. Contingency planning which is successful in the pre-crisis stage, does not guarantee a successful crisis response. Correspondingly, contingency planning failures in the pre-crisis stage, do not automatically lead to a flawed crisis response. The reasons rest primarily with the multiple influences on crisis responses – only some of which can be anticipated and planned for. The conclusion provides policy-oriented and analytical reflections which recognise the value of contingency planning, while suggesting that we should not inflate our expectation of contingency planners or rush too quickly to vilify them for a lack of adequate preparations.

China's Crisis of Success provides new perspectives on China's rise to superpower status, showing that China has reached a threshold where success has eliminated the conditions that enabled miraculous growth. Continued success requires re-invention of its economy and politics. The old economic strategy based on exports and infrastructure now piles up debt without producing sustainable economic growth, and Chinese society now resists the disruptive change that enabled earlier reforms. While China's leadership has produced a strategy for successful economic transition, it is struggling to manage the politics of implementing that strategy. After analysing the economics of growth, William H. Overholt explores critical social issues of the transition, notably inequality, corruption, environmental degradation, and globalisation. He argues that Xi Jinping is pursuing the riskiest political strategy of any important national leader. Alternative outcomes include continued impressive growth and political stability, Japanese-style stagnation, and a major political-economic crisis

PurposeThe purpose of this paper is to gather arguments and counterarguments about crises management to date, in order to add value to the current knowledge.Design/methodology/approachThe originality of the concept has remained untouched. The whole idea of writing the literature review was based on what others have done to date and at what point further research stopped and why. This took place only by reading previous research and not conducting any primary research.FindingsCrisis management is what almost all businesses have to have expertise in if success is sought. Based on this study one fit for all strategy is one of the main components of failure as well as failed crisis management.Research limitations/implicationsThe main limitation is that not enough has been done in this arena and future research is essential to establish why the majority of businesses do not in fact learn lessons from past mistakes. More importantly they do not take some issues as seriously as they should; which in turn leads to crisis, when management is difficult because the timing is too late. However they claim otherwise and have no factual justification.Practical implicationsIdentifying the credible source of information and being flexible in terms of learning is the most important thing. There are various researches conducted, which are abundant with examples of successful as well as failed crisis management strategies. This paper brings research together in order to contribute to the current knowledge and let scholars and practitioners enjoy one of the latest literature reviews of crisis management with recent and real examples.Originality/valueHistory repeats over time, but one needs to realise this and have the ability to update the solutions compatible with the faced situation and the time. The twenty‐first century is a complex era and needs sophisticated management with proactive and adaptable attitude. Managers normally forecast a situation and before it turns to crisis they deal with it prudently and control the whole situation professionally.

"Hartley's casebook is rich in content with easy-to read case studies that are well-suited for business professionals. They'll learn every key aspect of management, from performance and crises to mergers and acquisitions. The tenth edition presents more new case studies to illustrate management concepts. These include Google's entrepreneurial strategy, Procter and Gamble, Starbucks, and more. Recent business failures and successes are also examined in a way that offers practical insights and strategic principles. By focusing on the mistakes and successes, this book helps business professionals learn how to become great business leaders."--

Stock values and earnings of Ashland Oil and Exxon were analyzed to determine if a correlation existed between a rapid, positive management response and minimization of the financial impact following an oil spill. The results showed a positive correlation for the company that employed, what experts call, 'good'crisis management techniques.

Abstract
The focus of this article is specific: we propose a metric for evaluating crises that start in or require the response of control rooms of major critical infrastructures. Rather than addressing the vexed issue of how to evaluate crisis management in terms of success or failure, we focus on a subset of crises that carry with them a standard for evaluating how they are managed.
We begin with a central focus in research on high reliability management, namely, critical control room processes. The skills of control operators do not disappear when crises beset critical infrastructures they manage and we discuss the role of control operators in crisis management. A "crisis cycle" is described for control operators and we conclude with its use as a proposed standard for describing high reliability in crisis performance and for evaluating the degree of success or failure of such crisis management. This metric has implications for evaluating the role of crisis leadership and evaluating the role of Incident Command Systems in crisis management.
We do not argue that our proposed approach to evaluating crisis management in terms of control room performance is appropriate for all types of crises, all types of crisis management, all types of high reliability organizations, or even all types of critical infrastructures.