Crisis Management
In: Financial Crises and What to Do About Them, S. 51-100
In: Financial Crises and What to Do About Them, S. 51-100
In: International Crisis and Conflict, S. 243-248
In: Journal of contingencies and crisis management, Band 4, Heft 3, S. 169-174
ISSN: 1468-5973
Most research on crisis management has paid only limited attention to the prevention of crises. It is in the study of accidents where prevention receives ample attention. In this paper, it is argued that both the making and the management of crises can involve similar organizational weaknesses. The General Failure Type (GFT) model, originally developed and tested for profiling accident prevention, is extended to the domain of crisis management. After a short introduction and explanation of the major tenets of the theory and methodology of GFT‐profiling, it is demonstrated how this methodology can be applied successfully to crisis management.
Over 50 experts on China and the Chinese People's Liberation Army (PLA) gathered at Carlisle Barracks, Pennsylvania, from October 1-3, to attend the 2004 Chinese Crisis Management Conference. Cosponsored by the Heritage Foundation, American Enterprise Institute, and the U.S. Army War College, the conference participants discussed a framework for analyzing Chinese decisionmaking during crises, and examined historical examples of domestic, regional, and international crises and how the Chinese government dealt with them.
BASE
In: Journal of contingencies and crisis management, Band 4, Heft 1, S. 1-9
ISSN: 1468-5973
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.
In: Naval forces: international forum for maritime power, Heft 5, S. 19
ISSN: 0722-8880, 0722-8880
In: World Economy and International Relations, Heft 7, S. 39-41
In: Journal of contingencies and crisis management, Band 12, Heft 2, S. 76-88
ISSN: 1468-5973
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.
In: Journal of contingencies and crisis management, Band 9, Heft 4, S. 181-188
ISSN: 1468-5973
In: European security, Band 2, Heft 4, S. 491-501
ISSN: 1746-1545
In: Journal of contingencies and crisis management, Band 10, Heft 4, S. 181-191
ISSN: 1468-5973
The key to effective crisis management lies not so much with the writing of detailed manuals (that have a low likelihood of being used, and an even lower likelihood of being useful) and practising location evacuations as with structured and continuous learning processes designed to equip key managers with the capabilities, flexibility and confidence to deal with sudden and unexpected problems/events – or shifts in public perception of any such problems/events.
The tourism industry is arguably one of the most important sources of income and foreign exchange, and is growing rapidly. However, national and international crises have huge negative economic consequences. Crisis Management in the Tourism Industry aims to illustrate the theories and actions that can be taken to better understand consumer, economic and environmental reaction, in order for the businesses involved to be more prepared for such events. Now in its second edition, this text has been fully revised and extended to include recent events such as Bali, SARS and international terrorism, expanding sections such as: * Terrorism and criminal activities * Risk perceptions and the influencing variables * The stakeholder concepts * Analysis methods- visibility of advantages/disadvantages of methods * Marketing instruments and best practices Written by one of the world's leading experts from the World Tourism Organisation, the book has global coverage, and presents international, up-to-date case studies and examples from countries such as the UK, Australia and USA. The book provides discussion of: * The influential effect of the mass media How crises effect the purchase decision process Destination branding/image and its manipulation Preventative crises management and strategies Crisis Management in the Tourism Industry is an essential guide to explaining how the tourism industry can prepare and succeed in the face of the effects of crises.
In: Journal of contingencies and crisis management, Band 12, Heft 2, S. 76-88
ISSN: 0966-0879
In: Journal of contingencies and crisis management, Band 10, Heft 4, S. 181-191
ISSN: 0966-0879
In: Journal of contingencies and crisis management, Band 8, Heft 1, S. 3-14
ISSN: 1468-5973
This paper discusses an institutional framework and inter‐governmental relationships pertaining to crisis management in Japan. While the current law shifts most responsibility to local governments, the compartmentalized and fragmented nature of the central government and a lack of viable organization therein to oversee crisis management, hinder decisive and responsive action. Crisis management is inherently local in nature and numerous examples from the local level highlight this nature of crisis management.Three features of crisis management are identified: the decentralized nature of centralized government and centralized leadership in local government, fused inter‐governmental relationship and lack of political authority.