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V. Zhukov, Dmitry, and Chiara Sardo. "A conceptualized model of crisis management for small hotel companies." International Journal Of Innovation And Economic Development 1, no. 5 (2015): 53–61. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.15.2005.
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With the increased globalization and interconnectivity, no economy of the world is able to stay immune to recessions. Similarly, recessions and crises are part of normal business cycle and hospitality industry is not an exception to it. Therefore, development of a crisis management system in the field of hospitality management has become very relevant. Several models have been developed to deal with the necessity of implementing successful crisis management strategies in hotel industry. However, no specific model has been conceptualized for small hotel companies, which, because of their peculiarities, require ad hoc crisis management strategies. Indeed, the small hotel companies are less resistant to crises because of inner characteristics: fewer resources and less specialized management. After reviewing the literature and by taking into consideration the specific characteristics of small hotels, a conceptual model is proposed in this paper. The model has been conceptualized in order to provide a highly flexible and universal tool, that can be adopted by various hotels in different countries and that can address different types of crisis, in different stages by using different approaches. This four stage model has been developed especially regarding the preparation stage and the crisis warnings’ detection: Indeed, preparation is the first step to a successfully crisis management strategy. A further ability of this model is linked to the possibility of working with potential crisis and to turn them into business opportunities.
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Gryzunova, E. A. "MODELS OF GOVERNMENTAL CRISIS COMMUNICATIONS AND INFORMATION MANAGEMENT." MGIMO Review of International Relations, no. 6(33) (December 28, 2013): 225–29. http://dx.doi.org/10.24833/2071-8160-2013-6-33-225-229.
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The research deals with the information system of public administration aimed at decision-making and communication with the society in a crisis. The system’s functionality depends on adequacy of goal-setting and on correspondence of the chosen strategy to a crisis type which differ by social response. The author substantiates traditional model of crisis communications and information management for solving conflict crises, while consensus crises require participative model, and polemic crises are recommended to be managed by negotiation and dialogue facilitation model. The negotiation and dialogue facilitation model for managing polemic crises is aimed at realization of a communicative action concept advocated by J. Habermas. As long as modern complex crises require participation of multiple actors which have different visions of a crisis situation and specific interests, “crisis decision making in such context can be seen as a negotiation process” [16]. On the level of information processing the primary step is to discover both major crisis tendencies in each of the core social systems, and social groups whose opinions and interests should be considered. After that definition of possible crisis triggers, forecasting and crisis planning are realized taking into consideration interests and expert recommendations of different social groups’ representatives. Two basic ways of coordination are suggested: public discussion of issues, or collaborative problem-solving. The first way requires organization of a public dialogue in a form of discussion, citizen jury, or negotiations. Coordination through collaborative problem-solving implies fragmentation of a complex subject which means reducing it into concrete practical questions that require discussion and decision-making. Communication within the framework of the described model is remarkable for the supra-communicative practice of facilitating the interaction of the crisis management participants.
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Čelesnik, Goran, Mladen Radujković, and Igor Vrečko. "Resolving Companies in Crisis: Agile Crisis Project Management." Organizacija 51, no. 4 (December 1, 2018): 223–37. http://dx.doi.org/10.2478/orga-2018-0023.
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AbstractIntroduction and purpose: In practice, the existing models of tackling companies’ crises are still lacking effectiveness and efficiency. The agile crisis project management model (ACPM) is based on the crisis project management doctrines, which we upgraded with the principles and methodologies of agile project management. It was developed for the resolution of such crises.Methods: Relying on scientific knowledge and in accordance with the defined research problem, we decided to use the qualitative research methods while using a method of highly structured interviews for data collection. A comparative case studies method was used for the comparative comparison of effectiveness and efficiency among the sample companies, which were divided into groups A and B. Companies in group A used the non-project approach, the traditional project, and/or the hybrid non-project–traditional project approach (CM approach) in implementing the planned measures and activities in the restructuring process and/or renovation; companies in group B used the agile project and/or the hybrid agile project–traditional project approach (ACPM approach).Results: The studied companies facing crises used various implementation approaches for the planned measures and activities within the framework of the crisis solution. The companies using the ACPM approach (group B) completed their restructuring and/or renewal process more quickly and were more effective and efficient after the crisis than during the pre-crisis period. At the same time, their net sales growth was also higher than the growth of companies using the CM approach (group A).Conclusion: The article demonstrates the results of the research, which studied the effectiveness and efficiency of resolving the sample companies’ crises. In accordance with the research results, we conclude that supplementing the crisis project management with an agile project approach when resolving company crises positively affects the efficiency and effectiveness of companies after the crisis.
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Samniar, Bintang Ayu. "IMAGE MANAGEMENT MODEL IN COMPANY CRISIS." Komuniti: Jurnal Komunikasi dan Teknologi Informasi 8, no. 1 (January 3, 2017): 35. http://dx.doi.org/10.23917/komuniti.v8i1.2931.
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For the sustainability of the company in Indonesia, triple bottom line concept (people,planet, profit) have to be adding in every company, especially mining company. This concept usually be realized by Corporate Social Responsibility (CSR) department, just like in PT Pamapersada Nusantara (PAMA) District KPCS, East Kalimantan. This research type is descriptive qualitative, which give readers explanation of the situation in facing crisis in 2010 by CSR PAMA KPCS. For explain this, writer used Crisis Pre-Emptive: Image Management Model by Augustine Pang, because the CSR concept which explored by writer is based on crisis which happen there, in 2010. In this study, writer divided the phase into 4 phases as the theory by Pang. They are: Before organizational event: proactive phase; Before organizationalevent: strategic phase; During organizational event: reactive phase; and After organizational event: recovery phase. Writer also make a scheme based on 4 phase above.
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Kondratenko, N., and O. Voronina. "MODEL OF ANTI-CRISIS MANAGEMENT ORGANIZATION." Municipal economy of cities 2, no. 148 (2019): 72–78. http://dx.doi.org/10.33042/2522-1809-2019-2-148-72-78.
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Luburić, Radoica. "A Model of Crisis Prevention (Based on managing change, quality management and risk management)." Journal of Central Banking Theory and Practice 8, no. 2 (May 1, 2019): 33–49. http://dx.doi.org/10.2478/jcbtp-2019-0012.
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Abstract The main task of this research is to create a model that enables an organization to effectively and effeciently resolve its everyday problems and potential incidents in time to prevent them from turning into a crisis. For solving problems, ad hoc measures and activities are often applicable, while incidents can be resolved by applying appropriate, predefined procedures and planned resources. On the other hand, crises are rarely resolvable through the application of any predefined procedures and plans. They demand changes and innovations, as well as a flexible, creative, strategic and sustained response. Therefore, it follows that it is incomparably better to adequately resolve problems and incidents on time, rather than to grapple with a crisis and all the complexity, uncertainty and anxiety that it brings with it. The Model of Crisis prevention presented in this research is based on effectively managing change and conflict, as well as on the synergy of Quality Management Principles and Risk Management Principles.
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Ushanov, P. V. "CRISIS MANAGEMENT AS A NEW MANAGEMENT PARADIGM." Strategic decisions and risk management, no. 1 (February 6, 2010): 66–79. http://dx.doi.org/10.17747/2078-8886-2010-1-66-79.
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The article discusses differences and interrelations of strategic and crisis management. Ways for further development of crisis management at the intersection of economics, psychology, physiology, law, management and other disciplines are being proposed. The conclusion is made that crisis management is a new management paradigm. The model “subject to management – mechanic system” gave place to the model “subject to management – living organism”. The new model in the frame of crisis management allows studying subject to management’s adaptation to changes as an attribute feature of any living organism.
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Jahantigh, Farzad Firouzi, Ehsan Khanmohammadi, and Azam Sarafrazi. "Crisis management model using fuzzy cognitive map." International Journal of Business Excellence 16, no. 2 (2018): 177. http://dx.doi.org/10.1504/ijbex.2018.094704.
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Jahantigh, Farzad Firouzi, Ehsan Khanmohammadi, and Azam Sarafrazi. "Crisis management model using fuzzy cognitive map." International Journal of Business Excellence 16, no. 2 (2018): 177. http://dx.doi.org/10.1504/ijbex.2018.10015930.
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Egelhoff, William G., and Falguni Sen. "An Information-Processing Model of Crisis Management." Management Communication Quarterly 5, no. 4 (May 1992): 443–84. http://dx.doi.org/10.1177/0893318992005004003.
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Szczurek, Tadeusz. "Crisis Management Model for Large Urban Agglomerations." Bezpieczeństwo i Technika Pożarnicza, no. 49 (2018): 102–10. http://dx.doi.org/10.12845/bitp.49.1.2018.10.
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Karimi Jahromi, Shohrehosadat, Mohammad Sharif Malekzadeh, and Abbas Abbas Saleh Ardestani. "Designing a Budgeting Model in Crisis Management: Case Study of Power Generation Plants." REICE: Revista Electrónica de Investigación en Ciencias Económicas 8, no. 16 (December 30, 2020): 450–73. http://dx.doi.org/10.5377/reice.v8i16.10709.
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Important decision makings are always the imperatives of the crisis in the first moments, which, whatever the speed of decision-making by crisis management is greater, the speed of crisis control is greater. Since each organization is subject to various crises and power plants are no exception to this rule, to this end, the purpose of this study is to design a budgeting model for crisis management in a case study of power generation plants. In this research, we examine the relationship between crisis management steps and Planning, Programming and Budgeting System. A statistical population of this study is 60 managers of the power generation plants. The relationships between variables were tested using Smart-PLS software. The results of the model test showed that there is a significant relationship between budgeting dimensions and crisis management.The model fitness value is also numerically equal to 0.638, which is a strong index and indicates the overall high quality of the model.
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Racene, Anita, and Vija Dislere. "Didactic Model of Crisis Management for Women in Professional Crisis Situations." British Journal of Education, Society & Behavioural Science 12, no. 1 (January 10, 2016): 1–16. http://dx.doi.org/10.9734/bjesbs/2016/20619.
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Kovan, S. E. "CRISES AND ANTI-CRISIS MANAGEMENT IN SOCIAL AND ECONOMIC SYSTEMS." Strategic decisions and risk management, no. 2 (November 2, 2014): 72–83. http://dx.doi.org/10.17747/2078-8886-2011-2-72-83.
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A theoretic concept of crises and anti-crisis management in social and economic systems at the macro- and microlevels is offered. The concept is based on the elaborated interaction model of systems of different levels. General regularities of the occurrence of crises in social and economic systems are determined based on the given theoretic model. A criterion for determination of the crisis state of the considered systems is formulated. Goals, conditions and base strategies of anti-crisis management are determined based on the area of occurrence of negative impact factors – in the inner or outer environment of the system.
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Miller, Benjamin. "Explaining Great Power Cooperation in Conflict Management." World Politics 45, no. 1 (October 1992): 1–46. http://dx.doi.org/10.2307/2010517.
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This essay presents a theoretical model for explaining great power cooperation in conflict management. The model refines recent cooperation theory by distinguishing between types and degrees of international cooperation. It also challenges the dominance of decisionmaking analysis in the crisis literature and supplements it with structural factors. In brief, the model suggests that whereas crisis cooperation (crisis management) is conditioned by structural elements, cooperation in normal diplomacy (conflict resolution) depends on state attributes and cognitive factors. Such a model can account for the fact that unintended wars can break out between relatively moderate and similar actors whereas immoderate and dissimilar states can manage crises effectively. At the same time the model explains why some states are able to cooperate in normal diplomacy better than others, even when more actors are cooperating.
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V. Zhukov, Dmitry, Miraj Ahmed Bhuiyan, and Asad Ullah. "Utilization of the country of origin effect in product-harm crisis management: an overview of literature and a conceptual model proposition." International Journal of Management Science and Business Administration 1, no. 2 (2015): 54–70. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.12.1004.
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Despite the fact that companies try to put high emphasis on the quality of their products and processes, still, there are unexpected threats to the safety of consumers by failed quality which leads unexpected shock to the normal operation of the company. Product risk can even lead to corporate crisis, mainly because of strategic threats. For the duration of the crisis, companies struggle to minimize the harm brought to their reputation and brand equity. This paper presents a new notion of measuring organizational success when dealing with product-harm crises. It introduces the concept of country of origin as a potential tool in managing the crisis as it gives a comprehensive overview of effects on perceptions and attitudes of consumers towards products from abroad. This can suggest that using positive associations of the country when building a strong brand creates consumers’ positive attitude and perception towards country of origin aspect of the brand. We think that even at the crisis time, perception, attitude, and behavior that lead to willingness of purchase are influenced by aspects related to country of origin. Thus, country of origin has been identified as an important factor that influences successful recovery from a product-harm crisis.
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Gaurav Sawarkar and Punam Sawarkar. "Crisis Management System- an overview." International Journal of Research in Pharmaceutical Sciences 11, no. 3 (August 8, 2020): 4750–55. http://dx.doi.org/10.26452/ijrps.v11i3.2765.
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The crisis is an emergency which interrupts the manhood, leads to instability everywhere. It affects an individual, group, or society etc. There are various types of crises, and everyone should have its management model and perfect plan to come out of it. Every must have a crisis management system and team. This management system a task force having minimum three to four capable members, who find out ways to overcome the crisis, and they should be able to succeed crisis. In a crisis, stress management is an important factor that may affect peoples as well as management severely. The significant part depends on the role of people and the leaders or officials, their in a critical situation. or officials should communicate effectively with needy peoples, helping members, task force, media persons to tackle the situation meticulously, as communication is the best way-out to the interpersonal conflicts. personnel must coordinate with the media to provide time to time accurate information. So, cumulatively crisis management capable task force team, cooperative peoples or officials, excellent communication, stress management practices, person who deal with media and well-equipped .
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SEBIAT, Nacéra, and Nora BENBOUZID. "PUBLIC RELATIONS AND HEALTH CRISIS MANAGEMENT ALGERIAN HOSPITALS DURING THE COVID 19 CRISIS, A MODEL." RIMAK International Journal of Humanities and Social Sciences 03, no. 02 (February 1, 2021): 93–109. http://dx.doi.org/10.47832/2717-8293.2-3.8.
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The link between health institutions and the Covid 19 crisis, which the whole world suffers from its negative effects at all levels, makes public relations management obligated to manage the crisis and try to control it and tries to get out of it with the least possible damage, especially since its inability means the collapse of the entire health system. Thus this research paper aims to identify the nature of the roles assigned to public relations practitioners in Algerian hospital institutions in managing the Covid 19 crisis during the year 2020, the powers vested in them, the means and methods used in managing this crisis, the strategies that were drawn to contain its repercussions with the least possible losses, and the influencing factors on its effectiveness in the reality of health practice in the sector. The study starts from a fundamental question: What is the nature of the roles that the public relations Department plays in Algerian hospitals, in the management of the Covid19 crisis From this problem, there are a number of derived questions, the most important of which are: 1- which type of activities are assigned to the Public Relations Department of hospital institutions during the Covid19 crisis? 2- What is the role played by public relations practitioners, represented in the studied sample, in managing the Covid19 crisis? 3- What are the methods and means used within the strategy that was drawn up by the Public Relations authority to contain the repercussions of this crisis? 4- What are the factors affecting the effectiveness of this administration in the reality of health practice in the sector? 5- What are the study sample proposals to improve the performance of this device during the health crisis phase? The importance of this study is that it tries to fill in the shortcomings of scientific studies related to the role of public relations in managing health crises in particular, and its importance derives also from the fact that it deals with a topic that has a great impact locally, regionally and internationally, as the Covid19 crisis and the human losses it causes and psychological exhaustion The negative effects on social and economic life give added value to scientific studies that deals with its dimensions. More over to study how public relations practitioners in the health sector manage health crises would also open the horizon for activating the role of public relations management in resolving crises, which is the core of the objectives of this research paper. This study, which is part of the descriptive studies, used the survey method as well as the questionnaire. the questionnaire tool as an important technique for investigating facts related to the topic. This field study that was carried out during the month of September 2020 relied on the intentional sample in selecting the research terms related to the administration’s employees, those responsible for supervision, management and implementation matters and those in charge of communication within the two public hospital institutions, Nafisa Hammoud –formerly Parnet – and Beni Messous Hospital, which are specialized specializes in chest diseases, as they are considered as health poles in Algeria, and its population reached 13 The random sample was also relied upon to select items from the medical and paramedical corps concerned with the Covid19 crisis, by virtue of that they deal with public relations, and they represent the link between it and its external audience, and their number reached 26 individuals.
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Liu, Bingjie, Lori Pennington-Gray, and Louisa Klemmer. "Using social media in hotel crisis management: the case of bed bugs." Journal of Hospitality and Tourism Technology 6, no. 2 (August 17, 2015): 102–12. http://dx.doi.org/10.1108/jhtt-08-2014-0036.
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Purpose – The purpose of this paper is to provide greater insights into the-state-of-the-art in crisis management and aid in better response to health-related crises, with a specific focus on the hotel industry. This study extends the tourism crisis management model to include social media, concerning the role of monitoring and responding. Design/methodology/approach – This study enhances the classic 4R (readiness, reduction, response and recovery) crisis management model to include social media for hotels facing a bed bug crisis and/or other health-related crises. Findings – This paper discusses the use of social media at different phases of managing a bed bug crisis, which include risk reduction, readiness, response and recovery. Recommendations are also provided for hotel managers to combat health-related crises that are fought out on social media. Practical implications – Social media has helped to bridge the communication gap between customers and hotels. Bed bug infestations are a growing health crisis, and they have obtained increasing attention on social media sites. Without managing this crisis effectively, bed bug infestation can cause economic loss and reputational damages to hotel properties, ranging from negative comments and complaints, to possible lawsuits. Thus, it is essential for hoteliers to understand the importance of social media in crisis communication, and to incorporate social media in hotels’ crisis management plans. Originality/value – This study serves as one of the first attempts in the hospitality field to offer discussions and recommendations on how hotels can manage the bed bug crisis and other crises of this kind by incorporating social media into their crisis management practices.
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Calloway, Linda Jo, and Peter G. W. Keen. "Organizing for Crisis Response." Journal of Information Technology 11, no. 1 (March 1996): 13–26. http://dx.doi.org/10.1177/026839629601100102.
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Crises are turning points in organizations. When crisis strikes, fast-response management depends on quickly configuring and deploying information and communications. This paper brings together research and practice in crisis response management, information technology and news media fast-response methods to derive principles for using information technology as an organizational resource. Firms increasingly recognize the need to view their information technology (IT) platform as a key business resource for just-in-time scheduling, distribution, coordination, service and logistics. If they see it as an equally key resource for just-in-time crisis response, it then creates a powerful base for crisis response management. Exxon Valdez and the Gulf War illustrate these requirements. They provide a stage model of crisis response. The model is not intended as a general description of crisis, but as a more specific modelling of organizational response capability. This stage model is illustrated by Dow Coming's recent silicon-gel implant crisis.
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Илькевич, Сергей, Sergey Ilkevich, Вера Шлапак, and Vera Shlapak. "The Interdisciplinary Approach to Crisis Management: Recent Trends in International Studies." Servis Plus 8, no. 1 (March 15, 2014): 51–65. http://dx.doi.org/10.12737/2797.
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Despite the fact that crisis management both in terms of the nature of knowledge required and approaches used is largely a synthesis of various disciplines, interdisciplinary aspects and the relationships do not receive sufficient attention. International literature of recent years allows a somewhat broader look at a number of both theoretical and practical aspects of crisis management in a wider context of topics and disciplines. A thorough multi-disciplinary approach to crisis management could be an important part of both the domestic research and training, and practice in the field of crisis management. This article reviews some of the most important interdisciplinary connections of crisis management with risk management, corporate governance, macroeconomic shocks, the concepts of stakeholders and corporate social responsibility, information technology, new institutional economic theory, and a number of concepts from sociology and psychology. The list of categories, models, individual concepts and theories of different subject areas which are closely interrelated with crisis management, according to international researchers, is quite long. In connection with the problems of crisis management this paper considers integrated risk management, holistic risk management, COSO-approach, moral hazard, the abuse of information asymmetry, opportunism, adverse selection, bounded rationality, the propagation model of bankruptcies depending on macroeconomic factors, the models of the influence of international integration and globalization on the dynamics of bankruptcies, epidemic models in crisis management, the sociological concept of disaster management, stakeholder theory of crisis management, the concept of reputation damage of crises, high-frequency trading in financial instruments, and the concepts of organizational learning and organizational storytelling. These and other interdisciplinary concepts serve as a book of recipes that can be applied with varying degrees of relevance to various crises in a company. It is plausible to assume that, other things being equal, crisis management, using an interdisciplinary arsenal, will be more effective and adaptive than the more limited approach based solely on the core of crisis management: economic analysis, legal regulation, management and marketing basics.
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German, О. V., and М. V. Kuznetsov. "Quantitative estimation of fuzzy crisis management." Doklady BGUIR 19, no. 2 (March 27, 2021): 83–90. http://dx.doi.org/10.35596/1729-7648-2021-19-2-83-90.
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The model and the description of the numerical assessment of uncertain (fuzzy) controls in the implementation of the crisis management in the so-called "gray area", combining transient states of the system, is presented in the article. The behavior of the economic (financial) system is described by a multidimensional vector, for example, the Altman five-factor model. The estimates given by this model are distributed over three ranges, corresponding to the stable state of the system, the negative state, and the "gray area" in which the trajectory of movement towards the bankruptcy zone is outlined and consisting of the states which can be evaluated by means of fuzzy variables, characterizing proximity to the bankruptcy zone. According to the values of these state variables, controls must be implemented to bring the system into a stable favorable zone. The general apparatus for determining crisis management strategies is sufficiently developed, at the same time, the determination of the numerical characteristics of these controls, as an independent task, requires further formalization and development of numerical methods. This article contains one possible formalization and its implementation using the analytical library of the Python language. The presented model and algorithm are quite universal and can be relatively simply adapted taking into account the specific features of the problem. A distinctive feature of the approach proposed in the article, for example in comparison with neural network models, is a decrease in the degree of subjectivity in the choice of the control rules. This degree is determined here not by the function of the corresponding fuzzy measure, but by the weight coefficients of the significance of crisis management options and the real resources for their implementation.
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TAKADA, Asako. "Transformation of an Internal Model under Crisis Management." Japanese Journal of Administrative Science 12, no. 1 (1998): 63–77. http://dx.doi.org/10.5651/jaas.12.63.
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Takada, Asako. "Transformation of an Internal Model Under Crisis Management." Japanese Economy 28, no. 3 (May 2000): 32–68. http://dx.doi.org/10.2753/jes1097-203x280332.
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Herrero, Alfonso González, and Cornelius B. Pratt. "An Integrated Symmetrical Model for Crisis-Communications Management." Journal of Public Relations Research 8, no. 2 (April 1996): 79–105. http://dx.doi.org/10.1207/s1532754xjprr0802_01.
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Pang, Augustine. "Towards a crisis pre‐emptive image management model." Corporate Communications: An International Journal 17, no. 3 (August 3, 2012): 358–78. http://dx.doi.org/10.1108/13563281211253584.
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Peng, Wenjing. "Public Security Crisis Management Model Based on Diversified Cooperation." Review of Educational Theory 1, no. 2 (April 28, 2018): 36. http://dx.doi.org/10.30564/ret.v1i2.51.
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Everyone is surrounded by crisis just like the air we breathe at every moment; therefore, all countries, organizations and person are confronted with the risk challenges. Nowadays, the human society has evolved to a relatively advanced stage, and along with society progress, complicated social relationship and environment will result in more dangerous elements, thus bringing in more risks. This paper introduces the public security crisis management model based on diversified cooperation in detail from the concept of public security crisis and puts forward safeguard mechanism construction for enhancing the crisis management under diversified cooperation in a brief manner, thus improving the efficiency of crisis management under diversified cooperation.
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Manoli, Argyro Elisavet. "Crisis-Communications Management in Football Clubs." International Journal of Sport Communication 9, no. 3 (September 2016): 340–63. http://dx.doi.org/10.1123/ijsc.2016-0062.
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An escalating number of crises appear in the sport industry in general and the football industry in particular that make the area of crisis communication an increasingly important matter in both the everyday running and the long-term viability of football. However, the sensitivity of the topic makes an extensive analysis on current practice in crisis communications a particularly challenging task. This study examines how crisis communications is managed by investigating the current practices and techniques employed in English Premier League clubs, as they were presented by communications professionals employed in the clubs. The analysis of the clubs’ practices underlines the lack of proactivity and presents the most popular strategies of crisis-communications management: “Wait for the dust to settle” and “React promptly before the noise grows.” In addition, an underdocumented technique is examined: the use of the informal personal relationships between the employees of the clubs and the members of the media. This study also introduces the “crisis communications management in football” model, which illustrates the practices identified through this study and can potentially act as a guide for crisis-communications analysis in a number of other industries.
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Loosemore, M., and M. M. M. Teo. "The Crisis Management Practices of Australian Construction Companies." Construction Economics and Building 2, no. 2 (November 17, 2012): 15–26. http://dx.doi.org/10.5130/ajceb.v2i2.2897.
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Recent world events in the international relations arena and the subsequent knock-on affect on the insurance industry, have sent shock-waves through Australia’s business community,elevating crisis management to the top of the managerial agenda. This paperpresents the findings of exploratory research, which investigated the crisis managementpractices of construction companies. Using a diagnostic model of crisis preparednesswhich has been developed and tested across a broad range of industries, it concludes thatif the sample surveyed is typical, then crisis planning is rudimentary and undertaken in aninsular, informal, fragmented fashion, supported by few resources and little strategicguidance. Consequently, many construction companies will have an inadequate understandingof their crisis exposure, of how to cope with crises when they happen and of howto learn and recover from their aftermath.
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Морозов, Сергей, Sergey Morozov, Михаил Погодин, and Mikhail Pogodin. "CRISIS: METAPHOR OR ESSENCE." Russian Journal of Management 4, no. 4 (December 8, 2016): 581–91. http://dx.doi.org/10.12737/22559.
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The purpose of this article is to establish the contextual environment of the concept of "crisis" in economic and socio-philosophical context.
To achieve objectives the methods are used to estimate economic models and theories on the basis of socio-philosophical approach.
As a result of the conclusions that are logically correct term "crisis" is only possible in local areas of knowledge, and a comprehensive interpretation of the crises is not productive. In the Russian context special direction of research crises dominates - in the framework of anti-crisis enterprise management.
Partial conclusions and recommendations of economic science in relation to crises do not meet the criteria reentrancy for different socio – economic conditions or types of objects. Diagnosis of the crisis confirms the ambiguity of findings regarding a crisis situation.
Relative to global economic theories given the conclusion that the challenges to anticipate and overcome the crisis cannot be solved within existing economic theory methods.
Development of mathematical apparatus, the introduction in the model of logical and qualitative indicators, the construction of behavioral models developed understanding of socio-economic systems and processes. But it is not allowed to create a universal economic theory of sustainable development and crises. The effectiveness of local approaches and global insolvency is discovered. Conclusion: in the framework of economic theory there cannot be formulated the minimum and sufficient set of consistent axioms required for solving problems of crisis.
Partial conclusion is made that the main issue of crisis management is the question of ownership of the company, as well as its obligations to external agents.
The scope of the results – socio-economic system, crisis management.
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Lasmar, Jorge Mascarenhas, and Leonardo Coelho Assunção Santa Rita. "Coronavirus, Global Risk and The New International Crisis Management Model." Conjuntura internacional 17, no. 3 (March 4, 2021): 47–61. http://dx.doi.org/10.5752/p.1809-6182.2020v17n3p47-61.
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This article discusses the immediate states’ responses to the COVID-19 crisis in the light of the new crisis management model in order to better understand how global leaders are facing this unprecedented international crisis.
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Gass, Saul I., Steven Nahmias, and Carl M. Harris. "Model World: The Academic Midlife Crisis." Interfaces 27, no. 5 (October 1997): 54–57. http://dx.doi.org/10.1287/inte.27.5.54.
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الخميس, ياسر, and نواف أبو خشبة. "Asian Experiences in Crisis Management: The COVID-19 Pandemic Crisis as a Model." Arab Journal for Security Studies 36, no. 3 (October 10, 2020): 393–408. http://dx.doi.org/10.26735/dcss1669.
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تناول البحث التعريف بتجربة الصين وسنغافورة وكوريا الجنوبية في إدارة أزمة جائحة الحمة التاجية، وعرض أبرز الأطر الإستراتيجية الدولية الخاصة بمواجهة أخطار الأزمات والكوارث، ومستوى معدلات الإصابة والتعافي والوفيات الناجمة عن الحمة التاجية في الدول الثلاث، وكشف عن المرتكزات التي قامت عليها تجارب تلك الدول في إدارة الأزمة من حيث المبادئ التي انطلقت منها، والآليات التنفيذية التي اعتمدت عليها. وبيّن مدى انسجام تلك التجارب مع الأطر الإستراتيجية الدولية. وخلص البحث إلى عدد من النتائج، من أهمها: أن نجاح تجارب الدول الثلاث في إدارة أزمة جائحة الحمة التاجية يظهر من خلال التحكم بمنحنى التفشي والمبادئ التي انطلقت منها والآليات التي اعتمدتها، وأنها اعتمدت على النهج الإستراتيجي في إدارة الأزمة، مستفيدة في الوقت ذاته من الدروس السابقة التي مرت بها في أزمات صحية مشابهة. كما خلص البحث إلى أن تجارب تلك الدول أكدت أهمية مبادئ المشاركة المجتمعية والحزم والتأهب والاستعداد المبكر في إدارة الأزمة، وأهمية الأسلوب العلمي والمستوى الثقافي للمجتمع في إدارة الأزمة. وانتهى البحث إلى عدد من التوصيات، من أهمها: أنه يمكن للدول العربية الاستفادة من تجارب الدول الآسيوية الثلاث، وأن هناك حاجة لإجراء مزيد من الدراسات حول تجارب تلك الدول في إدارة الأزمات الصحية لثبوت نجاحها وخبراتها المتراكمة في هذا المجال
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Lesser, Kathrin, Felix Rößle, and Christian Walkshäusl. "International socially responsible funds: financial performance and managerial skills during crisis and non-crisis markets." Problems and Perspectives in Management 14, no. 3 (September 27, 2016): 461–72. http://dx.doi.org/10.21511/ppm.14(3-2).2016.02.
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Nofsinger and Varma (2014) provide evidence that U.S. socially responsible funds outperform conventional funds during periods of market turmoil and, therefore, grant some crisis insurance. To investigate whether the U.S.-based evidence can be transferred to international markets, the authors analyze a comprehensive sample of internationally-investing socially responsible equity funds in a period from 2000 to 2012. As abnormal returns are model-specific, the authors apply standard and q-theory based performance measurement models. At first glance, the authors observe no crisis protection for internationally-investing socially responsible funds. However, splitting their sample in funds domiciled in North America, Europe, and Asia-Pacific to account for biases due to the origin of a fund, the authors find that socially responsible funds from North America outperform their peers in crisis periods irrespective of the applied performance evaluation model. The authors suggest that the U.S.-based evidence is restricted to internationally-investing funds domiciled in North America, and discover that this outperformance seems to be owed to the stock-picking abilities of North American fund managers and their advantage due to the nature of the North American market. Keywords: socially responsible investments, mutual funds, international markets, performance evaluation, managerial abilities. JEL Classification: G11, G12, G15, G23, M14
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Tagarev, Todor, and Valeri Ratchev. "A Taxonomy of Crisis Management Functions." Sustainability 12, no. 12 (June 24, 2020): 5147. http://dx.doi.org/10.3390/su12125147.
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The management of crises triggered by natural or manmade events requires a concerted effort of various actors crossing institutional and geographic boundaries. Technological advances allow to make crisis management more effective, but innovation is hindered by dispersed and often disconnected knowledge on the lessons learned, gaps, and solutions. Taxonomies enable the search for information of potential interest. This article presents a taxonomy of crisis management functions, designed on the basis of a conceptual model integrating the concepts of hazard, vulnerability, risk, and community, and the main consequence- and management-based concepts. At its highest level, the taxonomy includes ten functional areas: preparatory (mitigation, capability development, and strategic adaptiveness), operational (protection, response, and recovery), and common (crisis communications and information management; command, control, and coordination; logistics; and security management). The taxonomy facilitates the navigation of online platforms and the matching of needs and solutions. It has broader applications, e.g., for structuring the assessment of the societal impact of crisis management solutions and as a framework for a comprehensive assessment of disaster risk reduction measures. While the taxonomy was developed within a research and innovation project supported by the European Union, it reflects and is compatible with established international concepts and classification schemes, and is thus applicable by a wider international community.
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Rich, Eliot, Josune Hernantes, Ana Laugé, Leire Labaka, Jose M. Sarriegi, and Jose J. Gonzalez. "Improving the Crisis to Crisis Learning Process." International Journal of Information Systems for Crisis Response and Management 6, no. 3 (July 2014): 38–52. http://dx.doi.org/10.4018/ijiscram.2014070103.
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While crises may appear to be event-driven, post-mortem accounts often identify factors that accumulate over time and increase the likelihood of failure. These factors are particularly difficult to anticipate when multiple organizations are involved in crisis preparation and event detection. Through the development of a systems-based model of crisis management, it was learned that knowledge sharing can be accelerated or inhibited by the development of trust among organizations through the management of events. Is it possible to operationalize this finding? This hypothesis is one of the findings of the SEMPOC project, which examined crisis preparation and mitigation in the hypothetical context of an extended failure in the EU power infrastructure. The knowledge-sharing hypothesis is being tested in the ELITE project, a second activity funded by the EU to develop a multi-national Community of Practice in disaster management.
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Qiu, Richard T. R., Anyu Liu, Jason L. Stienmetz, and Yang Yu. "Timing matters: crisis severity and occupancy rate forecasts in social unrest periods." International Journal of Contemporary Hospitality Management 33, no. 6 (June 8, 2021): 2044–64. http://dx.doi.org/10.1108/ijchm-06-2020-0629.
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Purpose The impact of demand fluctuation during crisis events is crucial to the dynamic pricing and revenue management tactics of the hospitality industry. The purpose of this paper is to improve the accuracy of hotel demand forecast during periods of crisis or volatility, taking the 2019 social unrest in Hong Kong as an example. Design/methodology/approach Crisis severity, approximated by social media data, is combined with traditional time-series models, including SARIMA, ETS and STL models. Models with and without the crisis severity intervention are evaluated to determine under which conditions a crisis severity measurement improves hotel demand forecasting accuracy. Findings Crisis severity is found to be an effective tool to improve the forecasting accuracy of hotel demand during crisis. When the market is volatile, the model with the severity measurement is more effective to reduce the forecasting error. When the time of the crisis lasts long enough for the time series model to capture the change, the performance of traditional time series model is much improved. The finding of this research is that the incorporating social media data does not universally improve the forecast accuracy. Hotels should select forecasting models accordingly during crises. Originality/value The originalities of the study are as follows. First, this is the first study to forecast hotel demand during a crisis which has valuable implications for the hospitality industry. Second, this is also the first attempt to introduce a crisis severity measurement, approximated by social media coverage, into the hotel demand forecasting practice thereby extending the application of big data in the hospitality literature.
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Gorodetskii, A. N. "Crisis Management and the Postcrisis Development Model for Russia." Problems of Economic Transition 57, no. 3 (July 1, 2014): 57–82. http://dx.doi.org/10.2753/pet1061-1991570303.
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Belak, Vinko, and Ana Bulic. "Cost management model under conditions of global economic crisis." International Journal of Economics and Business Research 3, no. 2 (2011): 131. http://dx.doi.org/10.1504/ijebr.2011.038791.
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Smith, Denis. "Beyond contingency planning: towards a model of crisis management." Industrial Crisis Quarterly 4, no. 4 (December 1990): 263–75. http://dx.doi.org/10.1177/108602669000400402.
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Kostagiolas, Petros, Anastasia Margiola, and Anastasia Avramidou. "A library management response model against the economic crisis." Library Review 60, no. 6 (June 28, 2011): 486–500. http://dx.doi.org/10.1108/00242531111147206.
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Ren, Yong Chang. "Research on Related Model for Urban Public Crisis Handle Mechanism." Advanced Materials Research 989-994 (July 2014): 5540–43. http://dx.doi.org/10.4028/www.scientific.net/amr.989-994.5540.
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China is in a critical period of urbanization, and various social contradictions continue to be accumulated, emerged and enlarged, so public crisis management mechanism has been highly valued by governments at all levels with the public crisis events are occurred frequently. The paper conducts study for the problems in the current urban public crisis handle mechanism. First, the evaluation model of crisis management can be researched, and crisis management can be divided into four stages to evaluate respectively, they are Reduction, Readiness, Response and Recovery; then, we should research crisis prediction model to strengthen prediction, prevention and monitoring of the crisis before the crisis happened; finally, stakeholders analysis model should be studied, and scientific analyzing the interests of the various stakeholders and the relationship among them. From the theoretical point of view, the paper carries on a study for crisis handle mechanism to provide support for improving the crisis handle level.
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Bagatska, K., T. Batrakova, H. Silakova, N. Klymash, and O. Vialets. "The enterprise capital structure management model." Naukovyi Visnyk Natsionalnoho Hirnychoho Universytetu, no. 4 (2021): 110–15. http://dx.doi.org/10.33271/nvngu/2021-4/110.
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Purpose. To create management algorithms for the enterprises capital structure and mathematical formalization of optimization of this structure. To investigate the dynamics of changes in the share of profitable enterprises to assess, analyze and forecast changes in the capital structure of homogeneous groups of enterprises. Methodology. Both empirical and theoretical methods of cognition are used to conduct the research. Methods of scientific observation and comparison are used to form the topic of scientific work, goals and objectives of the study. Methods of analysis and synthesis, induction and deduction, abstraction are used to determine the essential features of capital structure management. Methods of system structuring and modeling are used to create a mathematical model. The analogy method is used to find the weight factor of the objective function. The axiomatic method and the method of convergence from the abstract to the concrete were used for the practical application of the mathematical model, in particular, to analyze the dynamic index of related companies, stratified by size, industry, and so on. Findings. The dynamics of the preconditions for changing the capital structure is studied, the regularities of this change for groups of homogeneous enterprises are revealed. The uneven influence of the crisis on the approaches to the formation of capital structure in groups of homogeneous enterprises is revealed, and the reasons for this are investigated. The similarity of tendencies of formation of capital structure in groups of inhomogeneous enterprises is pointed out. A correlation was found between the decrease in the share of equity and a significant prevalence of external borrowing with an increase in net loss. Moreover, it is established that enterprises, whose total amount of equity and current liabilities is stable and comparable in size with external borrowing, show a decrease in losses. Originality. Algorithms for capital structure management and a mathematical model for optimizing capital structure are proposed. A method of comparative analysis of changes in capital structure for homogeneous groups of enterprises has been introduced, which provides an opportunity to assess the impact of external risks and crisis factors in the past and predict the necessary changes in capital structure during both the new crisis and after the crisis. Practical value. The developed algorithms and mathematical model can be used in research and management practice to manage capital structure. Useful for different categories of professionals are approaches to the analysis of capital structure, the results of the analysis of the causes of change, the study on trends and their consequences for homogeneous enterprises.
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Provasi, Roberta, and Patrizia Lucia Maria Riva. "Crisis and controls: the Italian model." Corporate Ownership and Control 11, no. 1 (2013): 423–34. http://dx.doi.org/10.22495/cocv11i1c4art6.
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The success of any Restructuring Technique is related to the quality of operations that the company has planned to implement. This is the reason why, no matter which of the recovery strategy the company choses, the law requires that more than one Independent Auditor should analyze the prospective financial data produced by the company and coming as a result of the planned restructuring operations.
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Jánošíková, Michaela, and Maroš Lacinák. "THE USE OF SIMULATION IN THE MODEL OF CRISIS MANAGEMENT." CBU International Conference Proceedings 7 (September 30, 2019): 928–32. http://dx.doi.org/10.12955/cbup.v7.1476.
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Safety as essential quality, needed in the development strategy of every city should be constantly improved by newest technologies. As currently used software and practices were studied, it can be seen that in Smart City concepts, technologies help with governing the city mainly in the field of obtaining, processing and providing information. Interconnection of many various information sources brings the possibility of storing all the information in one central data storage, instead of separated storages for every individual informational source. Taking the information from a central informational centre and their automatic, real-time visualization by simulation technologies can improve safety in the below described ways. By combining advantages of interconnectivity and simulation technologies, we aim to take advantage of their identified possibilities in order to enhance crisis management in all phases of its model. The period before crisis event occurrence consists of the phaseof prevention and the phase of crisis planning. Within the period after crisis event occurrence, there are phases of response and recovery. In this paper, we also present The Laboratory of Modelling and Simulation of Crisis Phenomena in Traffic, which is a part of the University Science Park of the University of Žilina. This laboratory disposes of program VR Forces®, that is used in our research.
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Wang, Xiao Ming, and Ying Lv. "Analyses of the Model Design of Urban Emergency Management System." Advanced Materials Research 989-994 (July 2014): 5448–52. http://dx.doi.org/10.4028/www.scientific.net/amr.989-994.5448.
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In order to tackle the insufficiency of policies of urban crisis management and conform to the ability to deal with urban crisis, it asks to establish a comprehensive emergency management system. Under this circumstance, this paper puts forward a general framework of urban crisis, analyzing the corresponding key technologies of the system and founding a risk rating evaluation model of urban natural calamities based on the improvement of projection pursuit so as to offer scientific basis to the effective establishment and application of the evaluation system and the enhancement of the abilities to urban disaster emergency.
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Shagieva, Al'bina, Gul'naz Vagazova, and Aleksandra Pavlova. "DEVELOPMENT OF AN OPTIMIZATION ANTI-CRISIS MANAGEMENT MODEL IN INDUSTRIAL POULTRY USING MARKETING TECHNOLOGIES." Vestnik of Kazan State Agrarian University 15, no. 1 (May 14, 2020): 130–36. http://dx.doi.org/10.12737/2073-0462-2020-130-136.
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The studies were carried out with the aim of developing a model for optimizing anti-crisis management of business entities in the poultry industry using marketing technologies. The article discusses current issues related to the development of a model for optimizing crisis management in the poultry industry using marketing technologies. The key problems requiring improvement of anti-crisis management of enterprises in the poultry industry are recognition of pre-crisis situations, ensuring the company’s activity in a crisis, motivating the workforce and stimulating the poultry products market, highlighting the constituent elements of the marketing model. From an organizational point of view, the components of the model for optimizing the crisis management of poultry enterprises in a crisis using marketing technologies were clarified, including: developing a plan to minimize enterprise costs, forming an anti-crisis team, ensuring the effective functioning of the strategic planning system, establishing cooperation with a consulting company, which will take over the functions of the crisis center. Using the formalized algorithm for compiling an anti-crisis marketing strategy for poultry enterprises developed in the course of research in practice will allow us to measure and improve the results of Internet marketing campaigns; personalize them to optimize crisis management; develop communication in social networks; develop marketing messages whose content is relevant to users; improve customer service; increase customer satisfaction and loyalty; provide for certain events (intellectual analytics) that will help to make more accurate and timely decisions. It is advisable to build crisis management at poultry enterprises using the innovative data marketing concept
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Sulistyanto, Ari, Usmar Usmar, and Hermiyetti Hermiyetti. "Model of Crisis Communication Management in the Perspective of Situational Crisis Communication Theory at the Transportation Ministry." Jurnal Komunikasi Ikatan Sarjana Komunikasi Indonesia 5, no. 2 (December 25, 2020): 232–42. http://dx.doi.org/10.25008/jkiski.v5i2.408.
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Rapid disaster response is necessary since it involves various stakeholders in disaster. However, rapid response is difficult to implement due to structural constraints and organizational hierarchy. This research aims to reveal structural constraints to crisis communication management in the internal organization of the Transportation Ministry. Situational Crisis Communication Theory (SCCT) approaches offer a framework to understand management in general in responding to crisis situation. This research uses a qualitative method with case study approaches. The results of this research show that in the pre-crisis phase the organization serves as media for sections at the Transportation Ministry to interact in monitoring potential crisis. In the crisis and post-crisis response phases, the establishment of an Ad Hoc Crisis Communication Team (TKK) has changed the organization from being under stringent hierarchic structure to being more flexible and responsive in crisis response. This research gives contributions to more dynamic crisis communication management, recommends the formulation of Standard Operating Procedure (SOP) in crisis communication management, starting from pre-crisis, crisis to post-crisis response phases, and gives guidance to government and non-government organizations in crisis communication management.
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Kascelan, Ljiljana, and Dragana Becejski-Vujaklija. "A model for data mining system in financial crisis management based on data warehouse concept." Computer Science and Information Systems 2, no. 1 (2005): 43–62. http://dx.doi.org/10.2298/csis0501043k.
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This paper deals with identification and analyses of business decision processes in financial crisis management and appropriate relational data warehouse design for this processes. Also, here a model for financial crises symptoms is proposed and a data mining algorithm for automatic detection of those symptoms is developed. Finally, paper presents the concept for realization of target data mining system, using Oracle tools.
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Konopleva, Irina V., and Anna R. Sibireva. "NONLINEAR MATHEMATICAL MODEL OF PEDAGOGICAL SYSTEM FUNCTIONING." Volga Region Pedagogical Search 34, no. 4 (2020): 93–98. http://dx.doi.org/10.33065/2307-1052-2020-4-34-93-98.
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The purpose of this article is to study the crisis in pedagogical systems from the point of view of an internal observer. The aim of the work is to build and investigate a mathematical model describing the course of crises in pedagogical systems. When building the model, a synergetic methodology, system and process approaches are used. For the mathematical analysis of various social phenomena, systems of differential equations are used to investigate the dynamics of the process. The paper considers a system of nonlinear differential equations in three-dimensional space that describes the functioning of the pedagogical system during the crisis. Numerical and topological methods of nonlinear dynamics, the method of Lyapunov characteristic exponents and the theory of strange attractors by Lorentz were used to study it. Numerical modeling of system solutions for various sets of control parameters (system coefficients) makes it possible to determine the region of stability (asymptotic stability), limit cycles, bifurcation points, and describe possible trajectories of development of the pedagogical system. Mathematical modeling deepens the knowledge about the essence of crises, the peculiarities of their course, makes it possible to study qualitative and numerical modeling, and also allows predicting possible effective measures to combat crisis phenomena and develop new approaches in the management of pedagogical systems.