Relevant bibliographies by topics / Business in crisis

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  2. Dissertations / Theses
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Academic literature on the topic 'Business in crisis'

Author: Grafiati
Published: 25 June 2021
Last updated: 3 February 2022

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Journal articles on the topic "Business in crisis"

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Mikušová, Marie, Václav Friedrich, and Petra Horváthová. "Who is More Sustainable? Family Business or Non-Family Business? Czech Evidence." Sustainability 12, no. 14 (July 9, 2020): 5540. http://dx.doi.org/10.3390/su12145540.

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The aim of this research was to find out whether family businesses create better opportunities for their economic sustainability in comparison with non-family businesses. That is, whether family businesses are more responsible in preparing for crises than non-family businesses. Having a sustainable business means being prepared for potential threats of all kinds. Research was carried out in 2019 on a sample of 2300 family and non-family enterprises. On the basis of statistically processed results, a minimum of significant differences in preparation for the crisis was identified. Even the basic hypothesis about a more responsible approach by family businesses to prepare for the crisis could not be accepted. It could not be noted that family businesses are building better conditions for their economic sustainability. The implication for praxis is to encourage owners to involve the family more in the preparation for crises, including development of formalised tools. Predetermined tools will help in solving crises that threaten the source of livelihoods of the whole family. The comparison of family and non-family businesses in this area, as yet unexplored, has the potential to contribute to the deepening of research in both crisis management and family business, which is the main contribution to the theoretical field.
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AĞIN, Kaya. "CRISIS AND CRISIS MANAGEMENT IN ORGANIZATIONS, THE IMPORTANCE OF CRISIS AND CRISIS LEADERSHIP, THE EFFECTS OF THE COVID-19 PANDEMIC CRISIS PROCESS ON THE TURKISH ECONOMY." ATLAS JOURNAL 7, no. 44 (September 24, 2021): 2214–26. http://dx.doi.org/10.31568/atlas.779.

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Crisis (crisis) are difficult situations that threaten the high-level goals and business methods of an organization, or put the organization's existence in a dangerous situation, require quick decisions, and neutralize problem prevention systems. In other words, crisis can be defined as an unexpected situation or events that have an unexpected outcome (Sikich, 2002). Crises are a turning point for businesses by enabling organizations to gain new experiences and acquire new knowledge, and to turn this situation into an opportunity (Demirtaş, 2000). The ability of organizations to achieve their goals and to maintain their existence depends on their ability to adapt to their environment and to regulate their business skills depending on the expectations of the environment. The constantly changing environment creates major problems for businesses that cannot adapt to these changes and cannot balance. The success of organizations depends to a large extent on their ability to recognize and assess these dangers beforehand. Organizations can face many threats that can come from within the business or from the business environment. Because of its negative effects, organization managers' ability to cope with these threats is of great importance for businesses (Can, 2002). Organization managers' leadership, experience, knowledge and skills are most needed in times of crisis. Because the most important responsibility of a leader manager is to successfully prevent the crisis that occurs in the organization. Managers exist to manage unexpected conditions and solve problems in organizations. For this reason, administratorship is the problem management process in organizations. The manager is the person who prevents this problem. Therefore, leading managers appear and show themselves especially in times of crisis (Peker & Ayturk, 2000). In this study, the characteristics of the crisis in organizations, the reasons for the emergence of the crisis and the crisis management processes in organizations are mentioned. Crisis management processes of organizations in potential crisis situations are examined.
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Harcar, Talha, and John Spillan. "Are Vietnamese Businesses Ready for a Crisis? An Analysis of Crisis Readiness among Vietnamese Businesses." Journal of International Business and Economy 20, no. 2 (December 1, 2019): 97–122. http://dx.doi.org/10.51240/jibe.2019.2.5.

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Crisis management is a management function that tries to mitigate the impact of crisis events when they occur in a business or organization. Since crises are inevitable, it is important that businesses and organizations have crisis management plans ready for the eventuality of a crisis. Little has been written about crisis in emerging nations. As such, this exploratory study investigates the perceptions and experiences of Vietnamese managers regarding crisis preparedness. The results indicate that a majority of the organizations do not have formal crisis management plans. The results of this study suggest that crisis planning at both the organizational and individual level are needed among Vietnamese businesses.
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Shayb, Hezi, and Radu Muşetescu. "Business Strategy during Crisis." Proceedings of the International Conference on Business Excellence 14, no. 1 (July 1, 2020): 263–72. http://dx.doi.org/10.2478/picbe-2020-0025.

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AbstractDrawing from a body of strategic management literature, we explore the approaches proposed by theory and available to business decision makers during crisis. We argue that there is no real theory of success of management during crisis but only broad principles that should be followed. In a certain sense, experience and intuition – what could be called soft skills – are as important as hardcore economics. Moreover, the metrics of measuring crisis and the impact of decisions during such circumstances are to be further explored and divided in a comprehensive taxonomy. Despite its popular use, crisis management is at the start of its development. The authors advance both an approach as well as a tool for supporting decisions during business crisis.
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NALÇACIGİL, Emre, and Ahmet Fatih ÖZYILMAZ. "Crisis Management and Early Warning Systems in Enterprises." ISPEC International Journal of Social Sciences & Humanities 4, no. 4 (September 5, 2020): 387–437. http://dx.doi.org/10.46291/ispecijsshvol4iss4pp387-437.

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The crisis indicates negativity. This negativity can occur at different degrees and levels. For enterprises, the crisis includes every situation that can reduce the profitability of businesses and even threaten the existence of the business. Accordingly, conflicts within the enterprise, separation of the personnel from the enterprise, not finding new personnel, not finding raw materials, market losses, problems with suppliers or distributors, and most importantly, the political or economic problems that the country or the world may experience, and their negative effects on the business as crisis. It can be considered. Crises are time of danger, but they are also moments that can be turned into opportunities. Organizations can benefit from the crisis when they are ready for the crisis and implement the strategic goals they have developed rapidly. As a result, the crisis can be defined as the process during which organizations and administrations pass a good test. The purpose of this study is to define the concept of crisis, to reveal the crisis management issue in businesses, to evaluate the theories on this subject and to examine the situation in practice with a field study on the subject. The best way to deal with crises is to take precautions to ensure that crises never arise. In this regard, the concept of crisis has been defined in the first part of the study and detailed information about the crisis has been given. In this section, the internal and external factors of the crisis, the stages of its formation, possible positive and negative consequences are discussed in detail. In the second part, crisis management and how it is more effective and easier to get out of the crisis, the crisis management process, types and approaches are extensively studied. In the last section, Crisis exit strategies and early warning systems are evaluated.
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Murphy, Sean M., Daniel L. Friesner, and Robert Rosenman. "Business Firms' Responses to the Crises of 2009." International Journal of Social Ecology and Sustainable Development 5, no. 1 (January 2014): 92–110. http://dx.doi.org/10.4018/ijsesd.2014010107.

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In 2009 firms faced both economic uncertainty and influenza outbreaks. Both crises posed large costs for firms; however, the manner in which they were perceived by management to affect the organization potentially differed. Using generalized maximum entropy (GME) the authors analyzed a business outlook survey of Seattle, Washington area businesses. Overall, firms were more proactive in responding to the economic crisis than to the influenza pandemic, even though the potential costs associated with both were quite large. Among the authors' conclusions is that business managers responded to the economic crisis more because it was more familiar and something over which they thought they had more control.
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Ryakhovskaya, A. N. "TRANSFORMATION OF CRISIS MANAGEMENT IN CRISIS-MANAGEMENT BUSINESS." Strategic decisions and risk management, no. 2 (November 2, 2014): 102–7. http://dx.doi.org/10.17747/2078-8886-2011-2-102-107.

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Nowadays, the requirements to anti-crisis management have remarkably changed, and it is performed in much larger scales. Anti-crisis activities are developed and used at the international, state, regional, municipal management levels, as well as for specific economic entities. New requirements of the time, peculiarities of economic development imply transformation of anti-crisis management into anti-crisis business-regulation – a combination of systems of anti-crisis management at the mega-, macro-, meso- and microlevels, each of which has its own goals, functions, tools and influence methods at stable development of the economics and in crisis conditions.
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BIRKLAND, THOMAS A., and RADHIKA NATH. "Business and Political Dimensions in Disaster Management." Journal of Public Policy 20, no. 3 (December 2000): 275–303. http://dx.doi.org/10.1017/s0143814x00000854.

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A considerable and growing body of crisis management literature seeks to help business managers address disasters. Notwithstanding, the business literature on crisis management fails fully to understand the policy and political aspects of business disasters, and concentrates on prescriptive, managerial issues that show disregard and sometimes disdain for plural democracy. We illustrate our argument with a review of the existing crisis management literature, and three case studies: the Exxon Valdez oil spill, the Jack in the Box E. Coli outbreak, and the crash of ValuJet flight 592. We find that the primary gap in the crisis management literature is its failure to understand the motivations of countervailing interest groups and the facts that mobilize them to take action. We argue that the lessons derived from these cases are equally applicable to North American, European and Asian business crises.
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Majid, Kashef A., David W. Kolar, and Michel Laroche. "Support for small businesses during a health crisis." Journal of Services Marketing 35, no. 5 (April 8, 2021): 671–83. http://dx.doi.org/10.1108/jsm-08-2020-0344.

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Purpose Crises threaten the operations of small businesses and endanger their survival; however, when the crisis is not attributable to the firm, consumers may rally around the business. This study aims to examine how attitudes toward helping others can create support for small businesses, which in turn can direct consumers to help businesses with increased financial support. It is hoped that this paper will inform how consumers will help firms pivot during crises. Design/methodology/approach A conceptual model was proposed which linked support for helping others to increased willingness to tip/amount tipped. The model was tested using structural equation modeling from two surveys given to customers of two small businesses, a coffee shop and an independent movie theater, respectively. Findings During a crisis, support for helping others has a positive impact on feelings of support for small businesses. Consumers direct their support to small businesses that they are interested in seeing survive and continue operations. They either tip more or tip when they otherwise would not have tipped. Practical implications Firms that pivot their operations because of a crisis imposed on them can still generate revenues. Consumers who have a self-interest in the continuing operations of the firm want to support it, and by pivoting their business model, the firm gives consumers the opportunity to give the firm and its employees more than they would have in the form of tips. Originality/value Prior work in crisis management has focused primarily on how firms recover and respond to a crisis of their doing. Overwhelmingly, consumers have been shown to punish firms during times of crisis. However, for a crisis that is imposed on the firm, consumers may rally behind the firm and respond by supporting it more than they are required to.
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Andirin, Cisil, Miguel Moital, and Carla Pinto Cardoso. "Service failures as organisational crises in business travel: Origins and operational strategies as perceived by events professionals." Revista Brasileira de Pesquisa em Turismo 11, no. 3 (September 14, 2017): 480–502. http://dx.doi.org/10.7784/rbtur.v11i3.1342.

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Justified purpose of the topic: Research on crisis management in the meetings industry only focused on the process of crisis preparedness and the perception of meeting planners towards crises, with little research carried out on the strategies adopted to manage crisis within the meetings industry. Objective: This paper explores crisis management perceptions and practices by meetings professionals from two perspectives: origins of crisis and crisis management strategies. Methodology: The study adopted an exploratory perspective through interviewing 11 Turkish meeting planners who were asked to revisit past crisis experiences through the critical incident technique. Results: Meetings were shown to be highly prone to smaller scale, operational crisis in particular. Therefore, to meeting planners crises are more about service failures than major disruptive events that question the organisation’s existence as per the traditional definition of crisis. Crises are classified using a matrix that considers the source of the crisis (internal/external) and the degree of control (controllable/non-controllable). Meeting planners tend to attribute crises events to others than themselves and perceive them as mostly uncontrollable, related third party suppliers (including venues/hotels) and clients. Crisis management strategies employed in each of the four phases of crisis (prevention/preparation, coping, recovery and learning) were carried out at an individual level, with little formalisation at the organisational level evident. Negative perceptions about the need for formalisation were reflected in the rejection of developing crisis management plans. Originality: This paper contributes to the literature by demonstrating that crisis management frameworks can be employed to examine crises that are essentially service failures. As a consequence, the distinction between the notions of service failure and crisis may be artificial rather than real. Therefore, researchers planning studies on crises-service failure should consider looking at both literatures in order to integrate both bodies of knowledge.
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Dissertations / Theses on the topic "Business in crisis"

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Pham, Nam. "International Business Conference: “Business Globally in Economic Crisis." Universidad Peruana de Ciencias Aplicadas (UPC), 2020. http://hdl.handle.net/10757/652013.

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La conferencia trató sobre el análisis de la Crisis Económica reducida por el (COVID 19) y sus efectos en Estados Unidos y en el Mundo. Los puntos tratados se dividieron en tres partes: La primera, trató sobre la crisis económica y financiera provocada por el COVID 19 en USA, la Segunda sobre la situación mundial Post Covid-19 y las perspectivas de recuperación global y la tercera parte trató sobre la reapertura desde los SME hasta las Empresas Multinacionales Globales basándose en la Innovación.
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Wilson, Dovie. "Small Business Crisis Management Strategies." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2706.

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The absence of adequate crisis management strategies in small firms could result in a premature small business closure. A qualitative multiple-case study was used to explore the crisis management strategies that 3 small business owners have used to survive an unexpected operational interruption. The small business owners in this study were from different industries in the southeast region of the United States and each owner owned a business for more than 5 years and had survived at least a single crisis. The theory of crisis management and crisis intervention theory were the conceptual frameworks for this study. Data collection occurred through semistructured face-to-face interviews with small business owners; observations; and a review of company documents comprised of business plans, insurance policies, floor plans, and emergency exit routes. Data were thematically analyzed and then triangulated to ensure trustworthiness of interpretations. The findings included 3 emergent themes: the importance of developing survival strategies; transparency, open communication, and relationship building; and creative thinking as a survival strategy. Recommendations for action include securing adequate insurance coverage, investing in a worker's compensation policy, and maintaining transparent and fluent communications with vendors and consumers. Small business owners who implement survival strategies may contribute to positive social change by continuing to create employment opportunities that improve economic conditions in local communities.
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Humanson, Richard, and Patrik Nordeman. "Proactive Crisis Management (PCM) : Perceptions of crisis-awareness and crisis-readiness in organizations in relation with their actual strategic initiatives against industrial crises caused by human errors." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-15519.

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Abstract Purpose: In a competitive and constituently changing global business environment, it is almost  impossible  for  organizations  to  avoid  crises  of  various  types  and  magnitude.  The objective of this study is to display relationships between perception of crisis awareness, crisis readiness and the organizations` actual crisis management initiatives against major industrial crises. This thesis also aims to clarify if the perception of crisis-awareness and crisis-readiness could be affected by other factors that should be in considerations, which in turn could affect the outcomes of crisis-management initiatives and actions in industrial organizations. Methodology:  By  way  of  introduction,  the  problem,  which  is  related  to  the  industrial crises and proactive crisis-management and which also refers to the core topic of the study was formulated and discussed. Research questions about “How the employee’s perception of crisis- awareness  and  crisis-readiness  affects  the  outcomes  of  an  organization's  crisis-management initiatives?”  and “How  top  managements  could  affect  the  employee’s  perception  of  crisis- awareness and crisis-readiness positively toward PCM in their organization?” were identified. The  covering  and  important  data  was  collected  through  scientific  literatures  and  articles  and was presented in the theory part. Collected data and empirical findings from the world’s two largest automaker namely, Volkswagen and Toyota, whom has been involved in scandals and crises related to core research of this paper. Empirical findings has been analyzed and finally the answer to the research questions were proposed. Findings: The result of the research indicates that the perception of crisis awareness and crisis  readiness  in  organization  have  a  direct  impact  on  the  organizations  crisis  management initiatives  and  activities  and  also  there  are  elements  like Corporate  Culture,  Personnel Education in Crisis Management and Corporate Communication and also other factors, which would affect the perceptions in organizations. Implication:  The  study  suggest  that  by  effective  use  of  elements  presented  here, organizations could influence employees crisis awareness and crisis readiness positively, thus strengthening the organizations crisis management capacities.
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Reed, Pat. "Writer's block: A crisis in business writing." CSUSB ScholarWorks, 1986. https://scholarworks.lib.csusb.edu/etd-project/428.

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Piedrahita, Seifert Tamara. "Organizational Resilience: Key Factors to overcome and survive a Business Crisis. Learnings from a family owned business in Crisis." Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-21380.

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BACKGROUND: Organizations are not prepared for crisis and are vulnerable to disruptive changes. SMEs, and organizations in general, are key elements of our society and need to learn how to be resilient, in order to be sustainable. A case study was used to explore key organizational resilience factors to overcome a business crisis.OBJECTIVE: Explore through the theoretical lense of organizational resilience, how the studied SME was lead and organized during crisis towards a sustainable business outcome. With the aim to present learnings and recommendations for organizational resilience and sustainability.THE CASE: Business crisis, generated by a fire, consumed 90% of the production plant of an SME (Small and Medium-sized Enterprise) in Colombia. This SME (Susi Bakery) managed to recover completely from the crisis in 7 months. Different perspectives of the stakeholders across the bakery’s network were analyzed to understand the strategy of this SME, to overcome the crisis and be resilient.METHODS: Single case-exploratory case study, with in-depth semi-structured interviews to different stakeholders across the Bakery’s network. A theoretical framework in organizational resilience was built and used to answer the research questions: What are the factors that make the analyzed SME (Susi Bakery) a resilient organization? What moved key stakeholders towards engaging the recovery of the business crisis? The analysis of the collected data is based on phenomenography, since stakeholders present different subjective perceptions.THEORETICAL CONTRIBUTION: Organizational resilience’ theory explored through the case of an SME in Colombia.CONCLUSIONS: Resilience strengthens the capabilities to adapt and see disruptive changes as opportunities. Organizations can learn to be resilient through the development of resilient business models' and their enabling factors. Currently, 11 enabling factors for organizational resilience can be found in resilient business models theory: Adaptability and innovation, Motivation, Diversity, Collective efficacy, Effective communication, Loosening of control, Sustained relationships, Minimize layoffs, Financial slack, Competence and Acceptance. 3 Additional enabling factors were found in this case: Leadership, Reciprocity and Reputation. There is a research gap regarding the relations and causalities of the resilient enabling factors, and the relationship between organizational resilience and business crisis management.
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Brunner, L. D. "Family business and crisis : a psycho-social perspective." Thesis, University of the West of England, Bristol, 2016. http://eprints.uwe.ac.uk/28566/.

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The aim of this research was to answer two initial key research questions: What can a psycho-social beneath-the-surface perspective contribute to a better understanding of and learning about family businesses where the public world (external) and the intimate (internal) world are so deeply interrelated? Which theoretical perspectives and conceptual frameworks help to understand family business and crisis? A starting assumption of this project was that, besides the business dimension, a quantitative rational approach alone would also not allow full grasp of the intensity of the emotions and affects at play in family business life. Therefore a psycho-social approach, through its commitment to psychoanalysis, to beneath the surface exploration and to other non-rationalist understanding of human phenomena together with a continuous interplay in bridging theory and practices in a systematic way, seemed the most appropriate methodology and method. The main bulk of this research comprises two case studies on two Italian family businesses, based mostly on primary data from field work collection and some secondary data analysis. In order to build the case studies, the main actors of each company were interviewed. A qualitative “Free Association Narrative Interview (F.A.N.I.)” approach (Hollway and Jefferson, 2000) based on a non-directive “life history” interview which elicits the stories of the interviewees, was used. The companies’ business data were analysed as means of triangulation, together with my own professional long term experience working with family businesses as a background source. Data analysis was carried out in order to build the storyline of the two case studies, through the identification of themes and associative thinking, and to compare the two case studies. Furthermore an original dynamic conceptual framework about crisis has been developed and applied to the field material that was collected. This research dissertation is an original contribution both conceptually to the topic of family business and crisis and in terms of application of a psycho-social methodology to a type of research object - family business - which had never been explored in psycho-social studies. This research confirms how a psycho-social approach contributes to identifying and shedding light on significant themes and findings on family business dynamics and crisis such as: the role of family in family business; family unity; generational transition and transgenerational trauma and pain; succession and Oedipal and sibling dynamics, trauma and crisis; ambiguity and crisis.
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Kjellser, Ann, and Marie Ardehed. "Crisis Management : - som ett konkurrensmedel." Thesis, Stockholm University, School of Business, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-5979.

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De senaste årens naturkatastrofer, smittsamma sjukdomar och terroristattentat är exempel på en ökad hotbild vilken svenska researrangörer måste förhålla sig till. I syfte att skydda människor och företagets kommersiella värden gäller det därför att skaffa sig en beredskap för att hantera krissituationer. Hanteringen av kriser involverar ofta företagets förmåga att hantera förändringar. Researrangörerna i denna studie arbetar samtliga med någon form av Crisis Management. Krisberedskap och krishantering är en självklarhet för researrangörernas överlevnad på en konkurrensutsatt marknad. Dock har det under de senaste åren infunnit sig yttre faktorer som påtvingat researrangörerna nya sätt att agera och ibland till och med nya sätt att tänka. Den forskningsfråga som vi önskar besvara med denna studie sammanfattas enligt följande formulering. Vilka fördelar kan ett strategiskt och systematiskt arbete med riskbedömning, krisberedskap och krishantering medföra för reseföretagen i samband med en ökad yttre hotbild? Vidare är syftet med denna uppsats att genom fallstudier hos ett antal researrangörer öka förståelsen för de yttre faktorer och de inre processer som påverkar företagens verksamhet i samband med en ökad hotbild samt visa vilka fördelar ett strategiskt och systematiskt arbete med riskbedömning, krisberedskap och krishantering kan medföra för dessa organisationer. Resultatet av vår studie visar att ett strategiskt och systematiskt arbete med riskbedömning, krisberedskap och krishantering leder till ett ökat förtroende för researrangören hos dess kunder, allmänhet och media samt ett stärkt varumärke dock under förutsättning att detta arbete kommuniceras av företaget.

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Williams, Jon. "Exploring Crisis Management in U.S. Small Businesses." Thesis, Northcentral University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10109613.

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As a critical infrastructure, the US electricity grid supplies electricity to 340 million people within eight separate regions. The power infrastructure is vulnerable to many types of disasters capable of severing supplies of electricity. The impact on the employees and communities when small- and medium-size enterprises are shut down due to disasters can be severe. The purpose of the quantitative comparative study was to explore small- and medium-size enterprises crisis management strategies in the case of power infrastructure vulnerabilities. Perceptions of small business leaders were probed about crisis management planning relevant to three secondary factors: prior experience of crises, threat perceptions, and planning self-efficacy. Participants completed an adapted questionnaire instrument based on a five-point Likert scale for six sub-factors including resilience through planning, financial impact, operational crisis management, the perfect storm, the aftermath of survival, and atrophy. The instrument also measured three additional factors to include, prior experience of crises, threat perceptions, and planning self-efficacy, across seven types of crises. The results of this study indicated that of the 276 respondents, 104 had no crisis plans, but 172 did have crisis plans. Of those who had implemented crisis plans, 19% had specific provisions to address power outages or attacks on the electrical grid. Of the respondents who had not planned for power outages nor experienced significant losses of power, a statistically significant number acknowledged an external threat to their business. The majority of respondents indicated that long-term planning was related to resilience; however, the migration of crisis understanding into the planning process or implementation was not implemented. This heightened awareness of potential crises without the corresponding development and implementation of mitigation crisis plans requires additional research to understand drivers effecting the decision making process with crisis managers.

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Hussmann, Lena, and Jonna Schippert. "Do Leaders Prioritise Crisis Preparedness? : A study of how leaders can affect the level of crisis preparedness in SMEs." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-43995.

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Background: Crisis and crisis management is a research topic that since the 1980s has gotten increasing amounts of attention in research. A crisis refers to an event that may have severe effects on an organisation's survival, making it important to know how to prepare for them. Interest in research about crisis preparedness has been growing. However, literature tends to focus on crisis preparedness in an MNE (Multinational Enterprises) context, thus, leaving out SMEs (Small and Medium-sized Enterprises). Nonetheless, SMEs are a large and crucial part of the economy that may equally, if not more, be affected by crises. In SMEs, the leader has a significant impact on the strategic decisions in the business, making them a crucial part of the crisis preparedness process and an important aspect to study. Purpose: The purpose of this thesis is to explore what factors could influence the way a leader prioritises to work with crisis preparedness in SMEs. Further, this research aims to understand how those priorities affect the level of crisis preparedness in SMEs. Method:  This study was conducted as a qualitative exploratory research in the form of a cross-sectional multiple case study. The data was collected through twelve semi-structured in-depth interviews, where all the participants were active as leaders in SMEs. The data collected in the interviews was subsequently analysed through a thematic analysis approach. Conclusion: It was found that besides the previously found external factors of SMEs, crisis preparedness is also influenced by the leader’s attitude about crisis preparedness. This attitude, in turn, is primarily formed through the leader’s understanding of crises and their personality. It was further found that the type of industry could be a factor in crisis preparedness due to for example, differing amounts of rules and regulations. In conclusion, the thesis was able to connect much of what has been found in previous research while adding a focus on the leader and their attitude about crisis preparedness.
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Leong, Elaine. "Water Situation In China - Crisis Or Business As Usual?" Thesis, Linköpings universitet, Industriell miljöteknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-94186.

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Several studies indicates China is experiencing a water crisis, were several regions are suffering of severe water scarcity and rivers are heavily polluted. On the other hand, water is used inefficiently and wastefully: water use efficiency in the agriculture sector is only 40% and within industry, only 40% of the industrial wastewater is recycled. However, based on statistical data, China’s total water resources is ranked sixth in the world, based on its water resources and yet, Yellow River and Hai River dries up in its estuary every year. In some regions, the water situation is exacerbated by the fact that rivers’ water is heavily polluted with a large amount of untreated wastewater, discharged into the rivers and deteriorating the water quality. Several regions’ groundwater is overexploited due to human activities demand, which is not met by local. Some provinces have over withdrawn groundwater, which has caused ground subsidence and increased soil salinity. So what is the situation in China? Is there a water crisis, and if so, what are the causes?This report is a review of several global water scarcity assessment methods and summarizes the findings of the results of China’s water resources to get a better understanding about the water situation. All of the methods indicated that water scarcity is mainly concentrated to north China due to rapid growth, overexploitation from rivers and reduced precipitation. Whereas, South China is indicated as abundant in water resources, however, parts of the region are experiencing water scarcity due to massive dam constructions for water storage and power production. Too many dam constructions in a river disrupts flow of the river water and pollutants are then accumulated within floodgates.Many Chinese officials and scholars believe that with economic growth comes improved environmental quality when the economy has reached to a certain of per-capita level. However, with the present water situation it is not sustainable or possible for China to keep consuming and polluting its water resources. Improvement of environmental quality does not come automatically with increased income, and policies, laws and regulations are needed in order to stop further deterioration of the environment.China’s water situation is not any news and the key factor is human activities, but the question is how to solve it. China’s water crisis is much more complex than over exploitation of groundwater and surface water. There are three water issues in China: “too much water – floods, too little water – droughts, and too dirty water – water pollution” (Jun & Chen, 2001). Thus, solving China’s water crisis is a huge challenge to solve without negatively affecting the economic growth.
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Books on the topic "Business in crisis"

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Management crisis & business revolution. New Brunswick, N.J., U.S.A: Transaction Publishers, 1997.

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Hacioğlu, Ümit, Hasan Dinçer, and Nihat Alayoğlu, eds. Global Business Strategies in Crisis. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-44591-5.

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Crisis theory. Westport, Conn: Praeger, 1997.

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Crisis of Character. New York: Sterling Publishing Co., Inc., 2009.

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Jacobs, Richard O. Crash landing: Surviving a business crisis. Macomb, Ill: Glenbridge Pub., 1991.

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Barton, Laurence. Crisis Leadership Now. New York: McGraw-Hill, 2008.

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1961-, Swartz Ethné, and Herbane Brahim 1969-, eds. Business continuity management: A crisis management approach. 2nd ed. New York, NY: Routledge, 2010.

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Marcu, Aaron R., and John F. Savarese. Crisis management & business recovery: Are you prepared? New York: Practising Law Institute, 2002.

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Elliott, Dominic. Business continuity management: A crisis management approach. 2nd ed. New York, NY: Routledge, 2010.

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Elliott, Dominic. Business continuity management: A crisis management approach. 2nd ed. New York, NY: Routledge, 2010.

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Book chapters on the topic "Business in crisis"

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Curtin, Tom, Daniel Hayman, and Naomi Husein. "Business Continuity." In Managing a Crisis, 165–74. London: Palgrave Macmillan UK, 2005. http://dx.doi.org/10.1057/9780230509306_19.

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Foster, George, Norm O’Reilly, and Antonio Dávila. "Crisis Management." In Sports Business Management, 585–607. Second edition. | New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9780429340536-25.

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Kiisel, Ty. "Crisis Borrowing." In Getting a Business Loan, 165–69. Berkeley, CA: Apress, 2013. http://dx.doi.org/10.1007/978-1-4302-4999-3_17.

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McWilliam, Michael. "A Crisis of Identity." In The Development Business, 178–202. London: Palgrave Macmillan UK, 2001. http://dx.doi.org/10.1057/9780230504271_18.

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Darics, Erika, and Veronika Koller. "Crisis Communication." In Language in Business, Language at Work, 103–17. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-349-93808-7_6.

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Yamashige, Shinji. "Population Crisis." In Advances in Japanese Business and Economics, 159–76. Tokyo: Springer Japan, 2017. http://dx.doi.org/10.1007/978-4-431-55909-2_8.

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Oriesek, Daniel F., and Jan Oliver Schwarz. "Crisis Response Preparation: Vorbereitung auf Krisen." In Business Wargaming, 69–104. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-8288-9_6.

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Guthrie-Harrison, Tim. "Crisis Management for a New Century." In Business Continuity, 80–95. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-642-56005-7_4.

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Eckrich, Christopher J., and Stephen L. McClure. "When Crisis Looms." In Working for a Family Business, 71–82. New York: Palgrave Macmillan US, 2011. http://dx.doi.org/10.1057/9780230116221_9.

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Holcombe, Randall G. "The economic crisis." In The Routledge Companion to Business Ethics, 393–409. 1 Edition. | New York : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315764818-29.

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Conference papers on the topic "Business in crisis"

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Susilo, Muhammad Edy, and Prayudi Prayudi. "Small Business Communication Strategy in Facing Crisis." In LPPM UPN "VETERAN" Yogyakarta International Conference Series 2020. RSF Press & RESEARCH SYNERGY FOUNDATION, 2020. http://dx.doi.org/10.31098/pss.v1i1.196.

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Crisis due to the Covid-19 pandemic has caused a worldwide crisis. Various sectors of life are affected by this crisis, including small businesses. This research reveals how the producer of Batik "Dewi Kunthi" Sleman, Yogyakarta, which is a micro-enterprise, survives the crisis. Researchers used qualitative methods by digging data in depth from critical sources, making observations, and looking for relevant literature. This research used Paul Argenti's concept in overcoming crises and Harold Lasswell's Model of Communication. The results showed that the group experienced frustration when hit by a crisis. None of the consumers bought their product, and the production process stopped for nearly two months. However, they seemed to have the toughness to face a crisis. They not only used the steps suggested by Argenti in dealing with the crisis but also went beyond it. Dewi Kunthi Batik Group diversifies its products and intensifies communication both internally and externally.
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Subhani, Naeem Ahmed, Muhammad Zafar Iqbal, and Muhammad Mehmood Khan. "Business Continuity and Crisis Management." In PAPG/SPE Pakistan Section Annual Technical Conference and Exhibition. Society of Petroleum Engineers, 2016. http://dx.doi.org/10.2118/185315-ms.

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Dziurova, Valeria. "FINANCIAL CRISIS AND BUSINESS CYCLE." In 4th International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2017. Stef92 Technology, 2017. http://dx.doi.org/10.5593/sgemsocial2017/14/s04.042.

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Jović, Marija, Saša Aksentijević, Borna Plentaj, and Edvard Tijan. "Port Community System Business Models." In Digital Support from Crisis to Progressive Change. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-485-9.3.

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Port Community Systems have become a staple technological platform used to exchange information between the public and private agents and entities involved in ship and cargo services within seaports. In this paper, the theoretical background of the Port Community System is provided, emphasizing the importance of its implementation, and stakeholder collaboration. Different models of introducing an integrated Port Community System in seaports are analysed using literature review and actual cases in some of the most prominent seaports.
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Dragišić, Nataša, and Jelena Joković. "BUSINESS PROCESSES IN TIMES OF CRISIS." In 2nd International Scientific Conference. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2018. http://dx.doi.org/10.31410/itema.2018.694.

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Tan, Lin, Wei Zhou, and Bingqing Ding. "Russian Financial Crisis." In 2016 1st International Symposium on Business Cooperation and Development. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/isbcd-16.2016.16.

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van de Ven, Montijn, Antragama Ewa Abbas, Zenlin Kwee, and Mark de Reuver. "Creating a Taxonomy of Business Models for Data Marketplaces." In Digital Support from Crisis to Progressive Change. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-485-9.23.

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Data marketplaces can fulfil a key role in realizing the data economy by enabling the commercial trading of data between organizations. Although data marketplace research is a quickly evolving domain, there is a lack of understanding about data marketplace business models. As data marketplaces are vastly different, a taxonomy of data marketplace business models is developed in this study. A standard taxonomy development method is followed to develop the taxonomy. The final taxonomy comprises of 4 meta-dimensions, 17 business model dimensions and 59 business model characteristics. The taxonomy can be used to classify data marketplace business models and sheds light on how data marketplaces are a unique type of digital platforms. The results of this research provide a basis for theorizing in this rapidly evolving domain that is quickly becoming important.
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Brosig, Christoph, Markus Westner, and Susanne Strahringer. "Linking IT Assets and Competitive Advantage - IT Capabilities of Servitized Business Models." In Digital Support from Crisis to Progressive Change. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-485-9.9.

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This paper connects research from business model innovation and information systems by exploring critical IT capabilities for servitized business models. The adoption of servitized business models is a major business model innovation strategy. At the same time, digitalization drives the evolution of IT capabilities at these business models. Scholars argue that it remains unclear how IT capabilities enable servitized business models to build a competitive advantage by achieving cost advantages or differentiation. This paper explores IT capabilities that enable building a competitive advantage for servitized business models based on a qualitative analysis of multiple published case studies. The authors identify configurations of IT capabilities among servitized business models. The findings contribute to servitization research by exploring IT capabilities and how they are combined among servitized business models. The insights help practitioners deploy digital technologies and IT assets effectively as building blocks of IT capabilities to advance their servitized business model.
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Peker, Sinem, and Bora Aktan. "Clustering In European Stock Indices In Crisis And Non-Crisis Periods." In The 8th International Scientific Conference "Business and Management 2014". Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2014. http://dx.doi.org/10.3846/bm.2014.037.

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Matić, Mirjana. "THE IMPORTANCE OF EMOTIONAL INTELLIGENCE OF LEADERS IN CRISIS SITUATIONS." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.s.p.2020.77.

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In the modern world, today, due to rapid changes, development of technology, market demands, we can conclude that more than ever there is a danger of various types of crises. In this regard, more than ever before, it is necessary to understand what resources companies need to be more resilient to crises. This paper provides an overview of the theoretical framework, as well as research conducted in the field of emotional intelligence and crisis management. Many studies show that the importance of emotional intelligence of leaders in a crisis is great. Leaders who have a higher level of emotional intelligence possess certain skills that can be crucial to the organization in crisis situations. This paper aims to present the correlation that exists between emotionally intelligent leaders and crisis situations, taking into account several studies conducted in this area. All studies conducted have shown that there is a positive relationship between the emotional intelligence of leaders and crisis management. The conclusion is that examining the impact of the relationship between the emotional intelligence of leaders and the crisis is an exceptional framework that provides an opportunity for human resources to operate within organizations, as management of organizations themselves, seeking and shaping leaders with emotional intelligence skills.
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Reports on the topic "Business in crisis"

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Mondak, Chris, Dale Thoreson, Larry Tranel, and Leo L. Timms. ISU Dairy Team Helps Producers and Agri-business Respond to Dairy Financial Crisis. Ames (Iowa): Iowa State University, January 2010. http://dx.doi.org/10.31274/ans_air-180814-795.

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Sabatelle, Jason, Adonis Caramintzos, and Jamie McCall. Small Business COVID-19 Lending Programs: Fostering Social Capital and Financial Stability. Carolina Small Business Development Fund, January 2021. http://dx.doi.org/10.46712/covid.lending.

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In times of crisis, investment in entrepreneurial ventures tends to decline. Early data suggest the decline in small business investments due to the pandemic will be historic in scope and depth. Community development lending practices aim to sustain small firms until they can resume their normal course of business. Affordable financing provides capital injections into small businesses which can help to cushion against COVID-19 induced economic shocks. Using Carolina Small Business Development Fund’s lending data as a case study, this analysis considers the effect of COVID-19 response programs. These activities are oriented towards creating a “social safety net” of Main Street businesses that boost social capital development, community trust, and financial stability. We believe the findings are likely generalizable to lending activities by other community development financial institutions.
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Lockrem, Sarah, and Sheng Lu. Business Model Makes a Difference? Impacts of the Financial Crisis on Luxury and Mass Apparel Companies from 2008-2011. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-862.

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Schwert, G. William. Business Cycles, Financial Crises, and Stock Volatility. Cambridge, MA: National Bureau of Economic Research, May 1989. http://dx.doi.org/10.3386/w2957.

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Hale, Galina. Bank Relationships, Business Cycles, and Financial Crises. Cambridge, MA: National Bureau of Economic Research, August 2011. http://dx.doi.org/10.3386/w17356.

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Abdo, Nabil, Dana Abed, Bachir Ayoub, and Nizar Aouad. The IMF and Lebanon: The long road ahead – An assessment of how Lebanon’s economy may be stabilized while battling a triple crisis and recovering from a deadly blast. Oxfam, October 2020. http://dx.doi.org/10.21201/2020.6652.

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Lebanon is extremely unequal and has been rocked by massive protests in recent months. The country is facing a financial crisis and is in talks with the International Monetary Fund (IMF) about a potential bailout programme. Other IMF programmes in the region have focused on austerity and have driven increases in poverty and inequality. A business-as-usual approach by the IMF in Lebanon could have serious and far-reaching adverse impacts. Any potential policies pushed by the IMF in Lebanon must first be shown not to impact negatively on economic and gender inequalities, and must be drawn up transparently in consultation with local communities, civil society organizations and social movements.
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Jordà, Òscar, Moritz HP Schularick, and Alan Taylor. When Credit Bites Back: Leverage, Business Cycles, and Crises. Cambridge, MA: National Bureau of Economic Research, November 2011. http://dx.doi.org/10.3386/w17621.

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Jordà, Òscar, Moritz Schularick, and Alan Taylor. The Great Mortgaging: Housing Finance, Crises, and Business Cycles. Cambridge, MA: National Bureau of Economic Research, September 2014. http://dx.doi.org/10.3386/w20501.

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Díaz de Astarloa, Bernardo, Nanno Mulder, Sandra Corcuera-Santamaría, Winfried Weck, Lucas Barreiros, Rodrigo Contreras Huerta, and Alejandro Puente. Post Pandemic Covid-19 Economic Recovery: Enabling Latin America and the Caribbean to Better Harness E-commerce and Digital Trade. Edited by Marcee Gómez. Inter-American Development Bank, August 2021. http://dx.doi.org/10.18235/0003436.

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This report shows that Latin America and the Caribbean faces critical policy challenges going forward. It must accelerate the digital transformation to allow businesses and consumers to adapt to a new normal and leverage pandemic recovery to create stronger economies, and also tackle long-standing barriers to adopting digital technologies and bridging digital divides. These have impeded sustained and equitable economic growth even before the pandemic struck. This crisis should be a wake-up call for governments, the private sector, civil society, and international development partners to come together and take concerted actions to advance on consistent, long-term, and sustainable e-commerce strategies that are at the forefront of national and regional productive development agendas. Just as digital solutions allowed countries to overcome the increased role of distance within the context of the pandemic in shaping consumption and business, they should also be harnessed to increase regional economic integration beyond this emergency situation.
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Mendoza, Enrique, and Martin Uribe. The Business Cycles of Balance-of-Payment Crises: A Revision of Mundellan Framework. Cambridge, MA: National Bureau of Economic Research, March 1999. http://dx.doi.org/10.3386/w7045.

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