Krisehandtering (Crisis Management)
In: Internasjonal politikk, Band 49, Heft 1, S. 19
ISSN: 0020-577X
In: Internasjonal politikk, Band 49, Heft 1, S. 19
ISSN: 0020-577X
In: The bulletin of the atomic scientists: a magazine of science and public affairs, Band 41, Heft 3, S. 50-52
ISSN: 0096-3402, 0096-5243, 0742-3829
Sicherheit und Überleben der menschlichen Rasse hängt unmittelbar davon ab, wie mit den Nuklarwaffen von denen, die sie besitzen, umgegangen wird. Selbst wenn es zu einer nuklaren Abrüstung kommt (was unwahrscheinlich ist) oder wenn es neue Verteidigungssysteme gegen ballistische Flugkörper gibt, bleibt die nuklare Gefahr bestehen. Es kommt also darauf an, ein Krisenmenagement zu schaffen, das in einer nuklearen Krise wirksam ist. Dazu muß die politische Infrastruktur in den USA verbessert werden und durch ein wirkungsvolles command and control-System müssen die Verbindungen zwischen politischer und militärischer Ebene verstärkt werden. Das gilt auch für die Beziehungen zur UdSSR und für das Verhältnis zu den übrigen NATO-Partnern. (BIOst-BwD/Hie)
World Affairs Online
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: International Journal of English Language, Education and Literature Studies (IJEEL), 2022, 1(5)
SSRN
A sequence of crises - the global financial crisis in 2008, the "Great Recession" in 2009 and the subsequent Euro crisis - constituted a major challenge for policy makers. After the fiscal policy had used up its powder in fighting the 2009 recession, monetary policy remained the only expansionary player in the policy arena. The ECB reacted to the crises with applying conventional (interest rate) and unconventional (qualitative easing) measures, however, with a considerable delay to the US Fed. The interest (main refinancing operation) rate was set to zero in September 2014 (the Fed already in December 2008) and the proper QE programme started not until March 2015 (the Fed shortly after the Lehman brothers crash). In evaluating the crisis management of the ECB one must state a clear failure in reaching its own medium term inflation target of 2 percent. However, it was successful in bringing down interest rates for government bonds after Draghi's famous "whatever it takes" speech in July 2012 and the following announcement of the outright monetary transactions programme. Whether ECB's QE programme 2015-2017 will be successful in reaching its primary goal, namely regaining the inflation target of 2 percent is an open question. Simulations with the Global Economic Model of Oxford Economics indicate that it will be able to reach the inflation goal but only with a considerable lag. The impact on the real economy will not be as large as QE experiments in the USA. Other unintended effects - e.g., the creation of bubbles on the stock markets - are larger than the intended effects. In contrast to the usual dynamic stochastic general equilibrium exercises our simulations of ECB's QE with the global economic model can not only quantify the effects for the Euro area as a whole but also for its member countries and it can identify the possible spillovers to countries outside the Euro area.
BASE
In: The Washington quarterly, Band 6, Heft 3, S. 80
ISSN: 0163-660X, 0147-1465
(1): Analysis of the Soviet crisis management experience: technical report: September 30, 1978. - 1978. - IX,200 S. ca., getr. Pag., 2 graph. Darst., zahlr. Tab., Lit. S. BI-1-BI-8; (2): Crisis problem analyzer for crisis management: technical report: September 30, 1978. - 1978. - VI,100 S. ca., getr. Pag., 5 graph. Darst., zahlr. Tab., Lit. S. B-1-B-2; (3): Analysis of the Chinese crisis management experience: summary report: August 1, 1979. - 1979. - VIII,120 S. ca., getr. Pag., zahlr. graph. Darst. und Tab., Lit. S. BI-1-BI-8; (4): Analysis of the U.S. and Soviet crisis management experiences: technical report. - 1979. - XIV,220 S. ca., getr. Pag., zahlr. Tab., Lit. S. BI-1-BI-12
World Affairs Online
In: The journal of conflict resolution: journal of the Peace Science Society (International), Band 32, Heft 3, S. 426
ISSN: 0022-0027, 0731-4086
In: The bulletin of the atomic scientists: a magazine of science and public affairs, Band 40, Heft 6, S. 24
ISSN: 0096-3402, 0096-5243, 0742-3829
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: China policy series 20
1. China's anti-crisis macro-economic management : effectiveness and limitation / Wei Zhang -- 2. Managing political crises in China : the case of collective protests / Jae Ho Chung -- 3. Chinese military crisis behavior : from confrontation and conflict prevention to win-win management / Tuosheng Zhang -- 4. Managing ethnic minority crises : the Tibetan areas and Xinjiang / Colin Mackerras -- 5. Managing pandemic/epidemic crises : institutional setup and overhaul / Hongyi Lai -- 6. China's management of environmental crises : risks, recreancy, and response / Richard P. Suttmeier -- 7. China's management of natural disasters : organizations and norms / Gang Chen.
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: Oxford Research Encyclopedia of Politics
"Organizational and Institutional Crisis Management" published on by Oxford University Press.