Suchergebnisse

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.

With examples drawn from the UK, Europe, the USA, Australia, and Asia, this book brings together a range of expert academic analysis of theory and practice concerning crisis management in tourism. Part I (chapters 2-11) deals with theoretical foundations of crisis management. Part II (chapters 12-17) deals with tourism crises arising from natural causes, while part III (chapters 18-24) deals with tourism crises resulting from human actions. Part IV (chapters 25-26) concludes the book. This book will be of interest to researchers and practitioners in tourism.

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.

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.

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.

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.