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Journal articles on the topic 'Crisis management'

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Author: Grafiati

Published: 4 June 2021

Last updated: 31 July 2024

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1

Narch, Hilda. "Crisis Management Communications System." Rhetoric and Communications, no. 58 (January 31, 2024): 96–109. http://dx.doi.org/10.55206/dmjz3080.

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Abstract: The article is devoted to the clarification of basic concepts related to crisis management, communications systems, leadership, strategic leadership and its relation to the internal and external factors of crisis management. The study highlights the concept of both strategic leadership and a strategic leader and their significant role in managing educational organizations, maintaining their balance, and evolving and improving their performance in the light of the globalization imposed. The aim is to present study highlights regarding topics that might deter the strategic leader’s work in achieving safety and security in public schools after detecting structural crisis. The research is based on the following hypotheses to examine and analyse the associations between strategic leadership represented by dimensions including internal environment, external factors, change management and method and strategic planning and their impact on crisis management. H1. The higher the association between strategic leadership and coping with the internal environment, the greater the lead to crisis management. H2. The higher the association between strategic leadership and coping with the external factors, the greater the lead to crisis management. The methodology includes the method of desk research. The research provides a theoretical review of previous studies of strategic leadership and its impact on crisis management; clarifying the characteristics, attributes, tasks and skills of strategic leadership; and identifying the strategic criteria and types of crises. Keywords: crisis management, information system, strategic leader, strategic leadership, educational organization, internal and external factors. Rhetoric and Communications Journal, issue 58, January 2024

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2

Kouzmin, Alexander. "Crisis Management in Crisis?" Administrative Theory & Praxis 30, no. 2 (January 2008): 155–83. http://dx.doi.org/10.1080/10841806.2008.11029631.

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3

Goldberg, Steven D., and Beverly B. Harzog. "Oil Spill: Management Crisis or Crisis Management?" Journal of Contingencies and Crisis Management 4, no. 1 (March 1996): 1–9. http://dx.doi.org/10.1111/j.1468-5973.1996.tb00070.x.

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4

براهم, نور الهناء, الهام بوجدار, and فراح الياس الهاني. "Crisis management strategies in economic Institutions." Finance and Business Economies Review 3, no. 1 (March 31, 2019): 566–85. http://dx.doi.org/10.58205/fber.v3i1.1409.

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The study aimed to clarifying the importance of implementing crisis management strategies in economicinstitutions, reviewing the most important concepts related to crises, and how to confront crises through theimplementation of the concept of crisis management. Among The results, we noted that the mission of theinstitution does not finiched when facing crises, but extends to good implementation and effectivemonitoring of crisis management, and adopting an effective strategic approach that makes it more vital in anenvironment full of opportunities. Crisis strategies vary depending on the type and magnitude of the crisisfacing the institution. The study reached a number of recommendations, us the good preparation ofprograms and plans for crisis management in institutions and working on their review developmentcontinuonsly. While promoting the interest of businesses, have sufficient knowledge to use crisis strategiesin ordre to acquire the ability to meet and overcome sudden crises efficiently and effectively.

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Osmanagić Bedenik, Nidžara. "Pandemic crisis management." Holistic approach to environment 10, no. 4 (September 14, 2020): 109–23. http://dx.doi.org/10.33765/thate.10.4.3.

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The first recorded COVID-19 case emerged in China and, within a few months, it has spread to 210 countries globally, thrusting people into danger, uncertainty, fear, and of course physical and social isolation. The impacts of this pandemic are significant for every aspect of our lives. Crises include risk and chances at the same time. As Shakespeare said, “There is nothing either good or bad, but thinking makes it so“. This paper focuses on threats and opportunities of the pandemic crisis for humans and planet Earth. Crisis is defined as an unplanned and unwanted process of limited duration and impact, which endangers primary goals, and produces ambivalent outcome. Crisis management encompasses three phases: avoiding the crisis, identifying its symptoms when they occur and finding ways out of the crisis. There are several research questions related to that. First, could the COVID-19 crisis be avoided? Or at least could its onset be recognized early? Second, how can the pandemic crisis be measured in terms of its intensity and depth? Third, which ways lead us out of the crisis? And fourth, which lessons have to be learned? Exploring the novel literature and research findings provides new insights into the pandemic crisis and the crisis management process, which is the aim of the paper. With its results and major conclusions this paper provides a holistic perspective to the pandemic crisis and crisis management.

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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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7

Saflow, Amany, Dr Mostafa Aldarwish, and Dr Hussam Khadija. "The Impact of Modern Crisis Management Strategies on Crisis Management Planning." International Journal of Management and Humanities 9, no. 7 (March 30, 2023): 12–21. http://dx.doi.org/10.35940/ijmh.f1578.039723.

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The research aims to identify modern strategies for crisis management, and their impact on planning for crisis management, where the research was applied to employees in the directorates of the university presidency and its offices, totaling (75) employees. The researcher used the descriptive approach, and a questionnaire consisting of (28) items was prepared. It included two approaches (modern strategies for crisis management, and crisis management planning). A questionnaire was distributed electronically to a research sample of (60) employees, which was determined from the Krejci and Morgan table. The researcher found that there is a statistically significant effect of modern strategies for crisis management on management planning the crisis, at the level of significance of 5%, and the most modern used strategies were the strategy of Crisis Fragmentation, followed by Changing Path strategy, then the strategy of Containing the Crisis, then the strategy of Crisis Exhausting, followed by the strategy of the Work Teams, then the strategy of the Mobilization Reserve in the last phase. The research concluded there are no statistically significant differences in modern strategies for crisis management according to the variable (gender, educational qualification, respondent’s character, age), at the level of significance of 5%, and the researcher recommended the need to form task forces to manage crises in colleges with expertise, provide the necessary material and human support.

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8

Parnell, John A., William “Rick” Crandall, Long Zhang, and Yuanyuan Lin. "Visualizing Crisis Management: Crisis Experience, Concern, and Training in China." Journal of Comparative International Management 26, no. 1 (June 30, 2023): 35–64. http://dx.doi.org/10.55482/jcim.2023.33534.

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China’s increasing international prominence has prompted additional research on how Chinese firms manage organizational crises. The purpose of this paper is to identify patterns of concerns and experiences with crises in China. We report on a survey of 105 managers and non-managers in China about their experience and concern with crises in their firms. Our analysis underscores three key findings. First, one's concern about a crisis is strongly associated with one's experience involving that crisis. Second, views about crisis experience and concern differ between employees in state-owned enterprises (SOEs) and non-SOEs. Finally, despite these differences, perspectives on crisis training among SOE and non-SOE firms are similar. This paper augments the literature by identifying relationships among crisis experience, crisis concern, and training in Chinese organizations.

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Нurzhii, Natalia, and Natalia Kulachek. "Crisis management." Management and entrepreneurship: trends of development, no. 4 (06) (2018): 20–26. http://dx.doi.org/10.26661/2522-1566/2018-4/06-02.

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Zólyomi, Zsolt. "Crisis Management." Hadmérnök 14, no. 1 (April 8, 2019): 352–70. http://dx.doi.org/10.32567/hm.2019.1.27.

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The security professionals are always talking about Emergency Plan, Emergency Preparedness, Emergency Response, Crisis Management, Crisis Management Plan, Business Continuity Management, Business Continuity Plan. etc. That is a question whichcomes to my mind do we know exactly what these phrases meanings are? My experiences show, usually we have different interpretations on the above mentioned expressions. Briefly we need to have an Emergency Plan to provide our Emergency Preparedness and to be able to take our Emergency Responses in case of a real Emergency situation. If we were able to eliminate the Emergency situation the problemhas been solved. If we had no success the Emergency can be develop a crisis situation which we need to manage by the Crisis Management Plan. As we are over the crisis we need to adopt our Business Continuity Plan to be able to manage our continuous operationor production. The aim of this study to providea useful tool or set up for security leaders on Crisis Management which is a clear security task and not as like Emergency Preparedness which is related to safety organization as Business Continuity is connected to each business functions.

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11

Truman, Pamela. "Crisis management." Nursing Standard 15, no. 19 (January 24, 2001): 23. http://dx.doi.org/10.7748/ns.15.19.23.s40.

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Parsons, Will. "Crisis management." Career Development International 1, no. 5 (September 1996): 26–28. http://dx.doi.org/10.1108/13620439610130614.

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13

Aram, John D., Paul Srivastava, P. R. Kleindorfer, and H. C. Kunreuther. "Crisis Management." Journal of Policy Analysis and Management 7, no. 3 (1988): 586. http://dx.doi.org/10.2307/3323743.

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't HART, PAUL, ERIC STERN, and BENGT SUNDELIUS. "Crisis Management." Cooperation and Conflict 33, no. 2 (June 1998): 207–24. http://dx.doi.org/10.1177/0010836798033002005.

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15

Cooper, H. H. A. "Crisis Management." Journal of Police Crisis Negotiations 1, no. 1 (April 10, 2001): 69–82. http://dx.doi.org/10.1300/j173v01n01_06.

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Riddell, Peter. "Crisis Management." Political Insight 3, no. 1 (March 28, 2012): 20–22. http://dx.doi.org/10.1111/j.2041-9066.2012.00094.x.

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17

Niininen, Outi, and Maria Gatsou. "Crisis Management—." Journal of Travel & Tourism Marketing 23, no. 2-4 (January 2008): 191–202. http://dx.doi.org/10.1300/j073v23n02_15.

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18

Christensen, Tom, Anne Lise Fimreite, and Per Lægreid. "Crisis Management." Administration & Society 43, no. 5 (July 2011): 561–94. http://dx.doi.org/10.1177/0095399711412914.

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19

Mehrotra, Sharad, Taieb Znati, and Craig W. Thompson. "Crisis Management." IEEE Internet Computing 12, no. 1 (January 2008): 14–17. http://dx.doi.org/10.1109/mic.2008.7.

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20

Pandey, Alok. "Crisis management." XRDS: Crossroads, The ACM Magazine for Students 23, no. 3 (April 5, 2017): 13. http://dx.doi.org/10.1145/3057923.

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21

Khodarahmi, Ehsan. "Crisis management." Disaster Prevention and Management: An International Journal 18, no. 5 (November 6, 2009): 523–28. http://dx.doi.org/10.1108/09653560911003714.

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22

Runciman, W. B. "Crisis Management." Anaesthesia and Intensive Care 16, no. 1 (February 1988): 86–88. http://dx.doi.org/10.1177/0310057x8801600129.

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Konick-McMahan, JoAnne. "Crisis management." Nursing Critical Care 1, no. 5 (September 2006): 52–57. http://dx.doi.org/10.1097/01244666-200609000-00012.

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Buttriss, J. "Crisis Management." ITNOW 57, no. 4 (November 10, 2015): 66. http://dx.doi.org/10.1093/itnow/bwv117.

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Wynn, Paul. "Crisis Management." Brain & Life 16, no. 3 (2020): 16–19. http://dx.doi.org/10.1097/01.nnn.0000669544.13064.ac.

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26

Fehervari, Zoltan. "Crisis management." Nature Immunology 19, no. 6 (April 18, 2018): 510. http://dx.doi.org/10.1038/s41590-018-0101-7.

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27

Barton, Laurence. "Crisis Management." Cornell Hotel and Restaurant Administration Quarterly 35, no. 2 (April 1994): 59–65. http://dx.doi.org/10.1177/001088049403500219.

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Spinks, Mary. "Crisis management." Emergency Nurse 22, no. 9 (February 9, 2015): 12. http://dx.doi.org/10.7748/en.22.9.12.s10.

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Medeiros, Norm. "Crisis management." OCLC Systems & Services: International digital library perspectives 25, no. 2 (May 29, 2009): 73–75. http://dx.doi.org/10.1108/10650750910961866.

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30

Sandman, M. "CRISIS MANAGEMENT." APPEA Journal 36, no. 1 (1996): 716. http://dx.doi.org/10.1071/aj95051.

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In essence, a crisis is a Public Affairs event and it is important to distinguish between a crisis on the one hand and an emergency on the other. An emergency may not necessarily become a crisis because the focus of an emergency is internal whereas the focus of a crisis is external.At West Australian Petroleum Pty Limited (WAPET) we have a crisis management plan which has been developed to facilitate the rapid notification and response to emergency incidents involving WAPET personnel and facilities.The plan requires the organisation of an Emergency Management Team to deal with the immediate impacts of the emergency, initiate a response and address the problem as quickly as possible.In addition, a separate Crisis Management Team is mobilised to address the external crisis situation by identifying the impact of the problem on the business, initiate a media response, liaise with outside agencies and support the Emergency Management Team.The overall goal of the emergency management system is to move from a reactive to a proactive mode of operation as quickly as possible.Different levels of emergency have been identified and procedures initiated to respond by individuals at different levels within the organisation.The process is tested periodically through the use of practice drills, the objective being to ensure that if a crisis occurs, the Company has in place procedures to respond at all levels to minimise impact upon the operations of the Company both short-term and long-term and to react to media interest in any crisis event.

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Ward, Marion. "Crisis Management." Risk Management 6, no. 4 (October 2004): 67–68. http://dx.doi.org/10.1057/palgrave.rm.8240199.

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Goett, Pamela. "Crisis Management." Journal of Business Strategy 18, no. 6 (June 1997): 2. http://dx.doi.org/10.1108/eb039886.

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Gage, Thomas E., and Victor A. Reinoso. "Crisis Management." Journal of Business Strategy 23, no. 2 (February 2002): 10–11. http://dx.doi.org/10.1108/eb040229.

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Adamski, Jennifer L., and John Gallagher. "Crisis Management." AACN Advanced Critical Care 33, no. 4 (December 15, 2022): 337–38. http://dx.doi.org/10.4037/aacnacc2022653.

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Pauchant, Thierry C., and Ian I. Mitroff. "Crisis management." Technological Forecasting and Social Change 38, no. 2 (September 1990): 117–34. http://dx.doi.org/10.1016/0040-1625(90)90034-s.

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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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Митрофанова, Елена, Elena Mitrofanova, Ирэна Эсаулова, and Irena Esaulova. "SPECIFIC FEATURES OF CRISES IN THE FIELD OF PERSONNEL MANAGEMENT." Management of the Personnel and Intellectual Resources in Russia 6, no. 6 (January 23, 2018): 5–9. http://dx.doi.org/10.12737/article_5a43817f6a4948.18313091.

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Crises, which have become an integral part of modern social development, penetrate, among other things, the sphere of human resources management, which requires a scientific justification of their specifics in terms of effective management. In this regard, the negative consequences of crises in the field of human resources management, which require the adoption of appropriate managerial decisions, are shown. The general typology of crises is supplemented by the types of specific human resources crises, among them: personnel hunger, the crisis of labor productivity, the crisis of competence, the crisis of motivation, the crisis of culture, the crisis of social and labor relations. Characteristics of human resources crises are given, the main signs of the consequences for the organization are shown. The content of the stages of human resources crises is substantiated: pre-crisis, acute phase, depression, moderate growth and recovery. Their specificity is shown from the standpoint of constructing an effective system of crisis human resources management.

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Li, Shi Hua. "Study on the Theoretical Basis of Power-Grid Crisis Management." Applied Mechanics and Materials 672-674 (October 2014): 1429–32. http://dx.doi.org/10.4028/www.scientific.net/amm.672-674.1429.

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Power grid crises at home and abroad happened frequently, insufficient research on power grid crisis management and awareness of “crisis and crisis management” warns the necessity and urgency of power grid crises management. Necessity of finding rational theoretical basis for our studying crisis and carrying out crisis management are becoming urgent. This article proposes the theoretical basis from three aspects: stage-division theory, system theory and structure theory. Stage-division of power grid crisis management can be adopted according to practical study. The outstanding performances of all components of crisis management embody the safe and stable operation of power system. Fragmentation of thinking way in power grid crisis management will hamper the crisis management, and we should establish “systems thinking”- “to see the whole”.

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Smith, Denis. "Crisis Management Teams: Issues in the Management of Operational Crises." Risk Management 2, no. 3 (July 2000): 61–78. http://dx.doi.org/10.1057/palgrave.rm.8240059.

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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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41

Tomić, Zoran, Vladimir Vegar, and Miro Radalj. "CRISIS COMMUNICATION IN HEALTHCARE." Medicina Academica Integrativa 1, no. 1 (March 1, 2024): 11–25. http://dx.doi.org/10.47960/3029-3316.2024.1.1.11.

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he paper explores the key role of crisis communication in addressing the growing number of crisis situations in healthcare. It examines and analyze different forms of crises in healthcare, encompassing financial and ethical dimensions, emphasizing that the effective management of crisis communication is integral to overall crisis management and thus, helps preserve the reputation of the organization and sometimes ensures its survival, threatened by crises. The significance of preparedness and the timely identification of potential crises emphasizes the crucial responsibilities of communicators, particularly in the contemporary era marked by swift and efficient modern communication techniques and tools. The text highlights the imperative requirement for two-way symmetrical communication with the media and all stakeholders before and during a crisis. The conclusion is that successful crisis management depends on crisis planning, simulations, and comprehensive training across all crisis management processes, inclusively and with a specific emphasis on crisis communication.Keywords: crisis; healthcare; crisis management; crisis communication; communication; planning; communication models, public, crisis stages, COVID-19.

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Jevtić, Petronije, Ljiljana Stošić-Mihajlović, and Robert Latin. "Modern crisis marketing management." Ekonomski izazovi 9, no. 18 (2020): 110–20. http://dx.doi.org/10.5937/ekoizazov2018110j.

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According to the broadest understanding, business crises are threats to a company that create, or have the potential to create, unwanted and negative outcomes in its business. The damage caused by the crisis to the economic entity affected by the crisis includes financial losses (declining income), creating a bad image and reducing the company's reputation, damage to company assets, technological inferiority, losses for interest and influence groups, the so-called. stakeholders of the company. The business crisis is related to the weaknesses that the company has and which further encourage it; when resources and potentials are lacking, leading to a decline in competitiveness or a weakening of market position; when events take place in the environment that are unexpected and unplanned. Thus, a business crisis is an unplanned and unwanted process that endangers or hinders the development of a company, thus putting it in an inferior position in relation to the competition. Therefore, a significant number of crisis situations arise due to the inability of management to anticipate changes that occur in the company environment. This paper will discuss the current crisis in business, which has affected almost the entire economic structure and all companies, with greater or lesser intensity. The crisis is caused by environmental factors due to the COVID-19 pandemic, but it is also a challenge in the use of new tools and methods available to marketing managers in overcoming the crisis in modern conditions.

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Maniatis, Giorgos. "From a Crisis of Management to Humanitarian Crisis Management." South Atlantic Quarterly 117, no. 4 (October 2018): 905–13. http://dx.doi.org/10.1215/00382876-7166068.

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44

Babatunde, Kamaldin Abdulsalam. "Public Relations and Social Media for Effective Crisis Communication Management." Jurnal Bina Praja 14, no. 3 (December 2022): 543–53. http://dx.doi.org/10.21787/jbp.14.2022.543-553.

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Crisis, natural or man-made, is inevitable in our life because of human social interactions. Crises are caused by ineffective communication yet are better solved with effective communication. Scholars have studied social media's role in crisis management as an information propagator and their cost effectiveness during a crisis. Social media can potentially influence multiple public strata during and after the crisis. Social media serves as tools for relationship management which is a crucial part of crisis management; equally, public relations also serve the same. This paper explores how effective crisis communication management can be achieved via Social Networking Systems (SNS). Drawing from the existing literature as the method used, this paper reviews articles and studies on public relations strategy and effective crisis management. It expounds on examples of how relationships can be well-managed through social media in crises. This paper has increased our knowledge of crisis management by understanding how crises are managed. Findings are that crisis communication was managed from four conceptual lenses scholars have investigated; that crises can be prevented- partially if not completely- with a proper crisis communication plan; that having a crisis communication plan may not suffice except is handled by professional relationship managers who know how to communicate and understand the use of the conventional and new media with the influential role of symmetrical communication. Therefore, the paper concluded that since crisis leads to a bad relationship due to a lack of understanding of the situation and behavior and to facilitate this, it suggests that crisis is better managed through effective public relations managers.

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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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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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Kuzmanova, Mariana, and Ivaylo Ivanov. "Relation Between Change Management and Crisis Management: Survey Evidence." International conference KNOWLEDGE-BASED ORGANIZATION 25, no. 1 (June 1, 2019): 255–60. http://dx.doi.org/10.2478/kbo-2019-0042.

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Abstract Crises are more often perceived as a common phenomenon which requires adequate managers’ reaction and response. Nevertheless, changes have long become an element of standard management activity to support the long-term development of modern organizations. Organizations in the information and communications technology sector (ICT) face a number of challenges: intensive innovations, high R&D expenditures, widespread ICT penetration in all areas of the economy and society, shorter product life cycle, increase of crisis phenomena, etc. The purpose of this publication is to present the results of an empirical survey on the practice of linking solutions in the field of change management and crisis management among organizations in the ICT sector in Bulgaria. Achieving this goal requires solving the following tasks: examining the essence of both change management and crisis management and the need to combine their decisions; analyzing respondents’ opinions on their understanding of the different types of changes and crises experienced by organizations in the ICT sector in their development process as well as on the management activity of managers.

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Zubareva, Maria. "ANTI-CRISIS COMMUNICATIONS IN CRISIS MANAGEMENT." Scientific Notes of Ostroh Academy National University, "Economics" Series 1, no. 8 (36) (March 29, 2018): 19–23. http://dx.doi.org/10.25264/2311-5149-2018-8(36)-19-23.

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Paraskevas, Alexandros. "Crisis management or crisis response system?" Management Decision 44, no. 7 (August 2006): 892–907. http://dx.doi.org/10.1108/00251740610680587.

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Masoud, Najeb, and Suleiman Abu Sabha. "Vision Crisis and Change Management in a Rapidly Changing World." International Journal of Management Excellence 3, no. 2 (June 30, 2014): 407–15. http://dx.doi.org/10.17722/ijme.v3i2.132.

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The purpose of this study is to investigate and discuss current literature on crisis management within organisational settings. The key characteristic of a crisis is that you cannot control it that’s why they call it crisis “management”. In order to be able to manage crises effectively and it sets out a framework for the decision-making process should understand the steps of effective crisis management. The results of this paper indicate that the impact of the global crisis is being driven by the country’s high dependence on management of a financial crisis which led to regulation is rising and is creating new challenges that need managing. It is hoped that the study will be able to fill the gap in research in the area of crisis vision and change management regulation due to the limited literature on this area in emerging countries. Knowledge of effective crisis management policy is a significant in terms of providing an in-depth understanding of how decision-making can deal with crises. Further study in this area would be beneficial in helping management organisations to manage crises effectively.

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