Suchergebnisse

As fundamental tests of presidential leadership and organizational capacity, crises can make or break an administration. This article presents a conceptual analysis of what makes any crisis situation challenging to deal with, and it develops a set of analytical steps that can help crisis managers diagnose particular crisis situations they might face. The proposed crisis navigation framework brings together case research studies and theories of organizational processes, so that those assuming responsibility for steering the government and society through crises—including the Obama administration—have a useful point of entry into the growing crisis management literature.

Written during an ongoing period of global economic crisis, "The Welfare State as a Crisis Manager" examines the practice and potential of using social policy to cope with crises. Through an in-depth analysis of social policy reactions in the wake of international economic shocks in four different welfare states, over a 40-year period, the book reveals the ways in which expansion and retrenchment are shaped by domestic politics and existing welfare state institutions. Moreover, the study addresses the kind of policy change triggered by economic crisis. In contrast to conventional wisdom and previous scholarship, reactions tend to be characterised by incrementalism and 'crisis routines' rather than fundamental deviations from earlier policy patterns. For the first time, the study of domestic political dynamics following crisis is systematically embedded in the transnational policy debate, linking the Comparative Welfare State literature with scholarship on Global Social Policy

This book presents an in-depth analysis of social policy reactions to international economic shocks in four different welfare states, over a 40-year period. It reveals how expansion and retrenchment are shaped by domestic politics and existing welfare state institutions.

The COVID-19 pandemic has triggered turbulent times across the globe, reminding us of the highly multidimensional and interdependent nature of today's world. Next to diverging national attempts to constrain the spread of the virus, numerous international organizations worked intensely to minimize the impacts of the disease on a regional or/and global scale. Albeit not considered a conventional agency responsible for global infectious diseases, the Organization for Economic Co-operation and Development (OECD) has surprisingly been one of the most proactive IOs in the pandemic response. In this context, this article examines to what extent the OECD's COVID-19 pandemic response adheres to the role of a global crisis manager. By adapting the theoretical concepts of crisis leadership, we explore the extent of sense-making, decision-making, and learning capacities of the OECD during the pandemic, upon which we draw the organization's position-making. Based on expert interviews and document analysis, this article illustrates that the OECD's concerns regarding the pandemic's severe effects across socioeconomic sectors focused exclusively on its member states. This sense-making enabled prompt and multilayered top-down as well as bottom-up decision-making to provide member states with policy options as solutions to the new challenges. However, the OECD's engagement during the crisis was proactive only to the extent that several limitations allowed, such as resource inflexibility and internal dynamics between the Secretariat and member states. In conclusion, we argue that the OECD did not present itself to be a global crisis manager during the COVID-19 pandemic. Rather, the IO's responses consolidated its position-making as a policy advisor for member states.

This competency model of a crisis manager has been developed based on cooperation with managers and experts in the field of crisis management. The brainwriting method was used to generate an overview of the competencies expected of a crisis manager. Using a mind map three basic groups of competencies were developed. The participants used Saaty's method to determine the significance of individual competencies. The different attributes of individual competencies according to the level of their development were established. Finally all individual competencies were assigned a target value which indicates the expected level of competence for the position of a crisis manager. The model of competencies is a practical tool for the establishment of crisis management system in a company.

"Trotz der Einigung bei den Finanzverhandlungen hat die EU ihre Krise noch nicht überwunden. Nach dem Scheitern der britischen Ratspräsidentschaft liegt es nun an Österreich, mit Fortschritten bei der Lösung der anstehenden Probleme der EU einen Erfolg zu erzielen. Eine erfolgreiche Ratspräsidentschaft muss die Verhandlungen mit dem EU-Parlament über die mittelfristige Finanzvorausschau zügig durchführen und beenden, um die Umsetzung der Beschlüsse zeitnah zu garantieren. Österreich muss zudem dringend Impulse für die Debatte über die Zukunft Europas und seiner Verfassung geben. Bereits auf dem Frühjahrsgipfel sollte die Diskussion mit der Vorlage von Handlungsoptionen angestoßen werden. Es wäre ein Stillstand für Europa, die Lösung der Verfassungskrise auf das Jahr 2007 zu verschieben. Auch die Erweiterungsdiskussion darf nicht von der Verfassungskrise dominiert werden. Die derzeitige Logik 'Keine Erweiterung ohne institutionellen Rahmen' muss umgekehrt werden: Institutionelle Reform ist nötig, um die Erweiterung zu ermöglichen. Nach außen muss neben dem selbstgewählten außenpolitischen Schwerpunkt 'Westbalkan' die Ratspräsidentschaft vor allem den transatlantischen Konflikten konstruktiv begegnen und Europa geschlossen gegenüber den USA vertreten. Zudem muss die Umsetzung der Lissabon-Strategie vorangetrieben werden. Zentrale Instrumente wie die Dienstleistungsrichtlinie sollten zügig realisiert werden." (Autorenreferat)

Faced with the deepest economic crisis in its history, the European Union established a seminal COVID-19 recovery package relying on common debt. This book analyses the European Council's key role as a crisis manager and transformative force of the EU system. Combining thick descriptions of the history-making events of 2020-21 with EU theorising, we explain and critically assess the innovative set-up of the recovery package. Inside the European Council, we find a remarkable impetus for political consensus among national leaders. However, their detailed and ambiguous decisions at times came at the cost of political delay, legal uncertainty, and thin public scrutiny. Angesichts der größten Wirtschaftskrise in ihrer Geschichte hat die Europäische Union ein COVID-19-Wiederaufbaupaket aufgelegt, das auf gemeinsamen Schulden beruht. Dieses Buch analysiert die Schlüsselrolle des Europäischen Rates als Krisenmanager und transformativer Kraft des EU-Systems. Durch eine umfassende Beschreibung der Ereignisse von 2020 und 2021 im Lichte von EU-Theorien bewerten die Autoren den innovativen Aufbau des Pakets. Im Europäischen Rat machen sie einen starken Impuls für politischen Konsens aus. Die detaillierten Entscheidungen der Regierungschefs erfolgten jedoch zuweilen um den Preis politischer Verzögerung, Rechtsunsicherheit und geringer parlamentarischer Kontrolle.