ABSTRACT This paper presents the development and initial empirical validation of an Organisational Resilience Assessment Survey (ORAS) that combines a capability‐based perspective with empirical validation. This novel instrument is constructed to examine how various organisational factors and initiatives at the organisational level may contribute to anticipation, coping, and adaptation of organisations to environmental dynamics and uncertainties under the occurrence of adverse events, mainly crisis. A total of 130 responses to the survey were collected from 7 groups of organisations, representing a sufficient universe of the existing types of organisations. The study's results provide validation evidence supporting the proposed structure of ORAS. As a result, this study contributes to the existing understanding of organisational resilience and its assessment. Additionally, it provides a detailed view of how different factors and initiatives work together to strengthen resilience within an organisation.

ABSTRACT READINESS represents a proactive mindset reflecting an organization's willingness and capability to prepare for crises and respond ethically. To understand how organizations become “ready” for complex crises, particularly those arising from public moral outrage over publicly exposed AI use, this article proposes the Contextual READINESS Model for AI‐triggered crises, concentrating on crises driven by ethical and governance failures rather than technical issues. The model extends READINESS to a non‐Western dimension and positions it as an intermediary construct that links context and crisis communication strategies through theoretical integration. It also incorporates ethical AI adaptation into the broader crisis management process. Drawing on a comparative case study of two Chinese food delivery companies accused of algorithmic exploitation, the study shows how sociocultural dynamics shape READINESS, with proactive versus lagging READINESS leading to distinct communication and learning patterns. It also illustrates how organizations internalize, operate, and communicate ethical AI principles during and after crises. Overall, the study underscores READINESS's pivotal role in shaping responses to AI‐related ethical crises and contributes both theoretically, by expanding crisis communication frameworks to include contextual and ethical dimensions of AI, and practically, by offering a non‐Western perspective on organizational resilience and moral accountability.

ABSTRACT This research examines Thailand's innovative response to the COVID‐19 crisis through the repurposing of hotels ( Hospitels ) as health‐support facilities. Drawing from first‐hand experience within the national task force, the study explores how the public and private sectors collaboratively transformed idle tourism assets into an adaptive healthcare infrastructure. This initiative represents one of the earliest large‐scale applications of strategic resource reconfiguration in the global pandemic context. The analysis integrates perspectives from crisis management theory, dynamic capabilities, resilience thinking, and shared value creation to interpret how organizational adaptability can emerge from necessity. Using a qualitative case‐based approach supported by secondary data from national reports and media archives, the study highlights three dimensions of adaptive collaboration: rapid decision coordination, flexible resource mobilization, and cross‐sector learning. Findings suggest that the Hospitel model generated dual benefits—relieving hospital congestion while maintaining partial business continuity for hotels—thereby transforming crisis response into a shared‐value mechanism. The case illustrates that resilience is not merely reactive capacity but a strategic mindset enabling governments and businesses to co‐create solutions under uncertainty. This insight extends theoretical understanding of sustainability beyond compliance and offers practical implications for future crisis governance and tourism recovery. Drawing from direct participation as a National Policy Maker within Thailand's COVID‐19 task force, this research provides a high‐level strategic analysis of the Hospitel model. Beyond immediate crisis relief, the findings offer a scalable policy framework for national‐level resource reconfiguration. It demonstrates how governments can transform idle private assets into a “Strategic Reserve Infrastructure,” providing a practical roadmap for future crisis governance and sustainable tourism recovery globally.

ABSTRACT This study examined the developmental processes of paracrises and reputational threats amplified on social media, through a case study of the Adidas SL72 sneaker campaign, a faux pas‐type paracrisis. Unlike crises that directly threaten organizational survival, paracrises are reputational threats that primarily impact corporate social responsibility and may escalate into full‐blown crises if mismanaged. Using a multidimensional approach, we analyzed tweet volume, sentiment trends, narrative dynamics, and key actors using time‐series analysis, BERT‐based sentiment and topic modeling, and social network analysis (SNA). The findings identified four phases of the paracrisis—Incubation, Peak, Management, and Resolution— marked by distinct shifts in tweet volume and public sentiment. Four narrative clusters, emotional (disappointment and shame), critical (reasoned critique), action‐oriented (calls for boycotts), and speculative (distrust), shaped the paracrisis discourses. Action‐oriented narratives peaked during the peak phase, generating high engagement and potential reputational risk. SNA further reveals evolving actor roles, from activists in the early phases to legacy media contributing to the institutionalization of discourse. By elucidating how the digital public constructs and amplifies narratives across phases, this study offers analytical insights into the dynamic of social media‐driven paracrises and provides implications for understanding and informing organizational responses in the digital era.

ABSTRACT During crises, efficient coordination, information sharing, and decision‐making are critical but difficult to achieve due to the complexity and uncertainty. This review aims to describe how Emergency Operation Centres (EOCs) can be conceptualized as a team with particular attention to teamwork and information sharing during crisis management. A literature review was conducted by searches across PubMed, Scopus and Web of Science, resulting in 42 papers identified for review, whereof 69% were published within the last 5 years. Most studies were performed in Sweden, the USA, the Netherlands and Germany, with the majority published in the ISCRAM conference proceedings and The Journal of Contingencies and Crisis Management. The analysis resulted in six prerequisites essential for real teamwork. This suggests that research in the field of EOC could benefit from integrating perspectives from team and teamwork theory, thereby facilitating a more structured comprehension of work processes, responsibilities and roles. The findings indicate the need to cultivate a culture within EOCs that promotes desirable values and behaviours, and to establish shared goals. Equally important are clear routines for translating knowledge into practice, and work processes supporting long‐term knowledge development. Such team culture and routines can help stabilize interactions in an unstable environment. As crisis management increasingly relies on technology, developing competencies, infrastructure and adaptive capacity are essential. Future research could examine how shared values, behavioural norms and team cultures emerge within EOCs, and how these influence system‐wide resilience. Research could explore how technological innovations interact with organizational structures, and how EOCs can integrate new tools without disrupting coordination practices.

ABSTRACT Natural disasters significantly disrupt educational systems and challenge community resilience. This study specifically focuses on a displacement‐based disaster context, in which large numbers of students were physically uprooted from their home communities and forced to continue their education remotely from temporary shelters – a scenario that differs qualitatively from non‐displacement crises such as pandemics. This mixed‐methods study examines how university students in Turkey adapted to emergency online learning following the devastating February 2023 earthquake. To explore the complex relationships between student motivation, attitudes, and satisfaction in post‐disaster online education, and understand the lived experiences of students navigating this transition. A secondary objective was to examine how displacement severity and psychosocial disruption shaped these relationships within the limitations of the cross‐sectional design. A sequential explanatory mixed‐methods design was employed. The quantitative phase surveyed 456 university students using validated scales measuring motivation, attitudes, and satisfaction with online learning. Hayes' mediation model tested the mediating role of attitudes. The qualitative phase included semi‐structured interviews with 24 purposively selected students to explore their experiences in depth. Quantitative findings revealed that student attitudes were significantly associated with the relationship between online learning motivation and satisfaction through mediation analysis (indirect association = 0.13, 95% CI [0.03, 0.21]). Students with positive attitudes toward online learning demonstrated higher motivation (β = 0.25, p < 0.001) and greater satisfaction (β = 0.49, p < 0.001). Qualitative themes emerged around community support systems, technological challenges, emotional resilience, and adaptive learning strategies. Students emphasised the importance of peer connections and instructor empathy in maintaining engagement. Post‐disaster educational transitions – particularly those involving physical displacement – require comprehensive community support that addresses both technological and psychosocial needs. The absence of direct trauma or displacement measures constitutes a key limitation that future research should address through longitudinal and trauma‐sensitive designs. Positive attitudes serve as crucial mediators in student adaptation, highlighting the importance of fostering resilient educational communities during crises.

ABSTRACT The rapid advancement of artificial intelligence (AI) generated synthetic media, particularly AI deepfakes, presents emerging challenges for public relations (PR) practice worldwide, with heightened implications in contexts characterized by high misinformation prevalence and uneven digital literacy. This study examines how Kenya's crisis managers perceive, understand, and respond to the rise of AI‐generated deepfakes, with particular attention to strategic crisis management and communication. Using a qualitative research design, the study draws on in‐depth interviews with 20 PR practitioners affiliated with the Public Relations Society of Kenya (PRSK). The findings indicate that crisis managers in Kenya are increasingly aware of AI deepfakes' reputational risks, especially their speed of dissemination, realism, and capacity to undermine public trust before verification can occur. While technical expertise remains limited, practitioners demonstrate strategic awareness of AI deepfakes as a crisis communication threat and emphasize the need to shift from reactive responses to proactive preparedness. Key response strategies identified include integrating AI deepfake scenarios into the crisis management plan, strengthening stakeholder relationships, enhancing media monitoring and real‐time sentiment analysis, and collaborating with fact‐checking and technology partners. The study further highlights contextual challenges unique to Kenya's digital and sociopolitical environment, including infrastructural constraints, low public awareness of AI deepfake risks, and an emerging regulatory environment. The findings of this study underscore critical gaps in professional capacity, ethical guidance, and institutional coordination. There is an urgent need for targeted AI literacy initiatives, context‐specific ethical standards, and policy interventions to strengthen the resilience of public relations practice in Kenya's evolving AI‐driven information ecosystem.

ABSTRACT Floods are one of the most frequent and dangerous natural disasters around the world, exacerbated by rapid urbanization which increases risk in densely populated urban areas. Vulnerable groups, including women, infants, and the elderly, are affected as they experience increased exposure to various risks and require timely rescue interventions. In flood rescue operation, where lives are at risk, time is an essence. This study explores the factors that influence decision‐making in flood rescue operations to enhance operational efficiency and save lives. The analytic hierarchy process, a decision‐making tool, is utilized to prioritize and rank the factors based on their importance. The findings reveal that human‐related factors are predominantly taken into account, as the aforementioned groups face the highest risk during disasters, necessitating immediate rescue efforts to prevent loss of life. Meanwhile, operational factors highlight the importance of the rescue agency's preparedness prior to a disaster, ensuring that resources, training and personnel are sufficient to carry out an effective flood rescue operation. Following these are environmental, facility, and information factors. In addition to enhance flood rescue operation, more thorough flood response guidelines are proposed, providing valuable insights for policy‐making, training programs and crisis management in emergency situations.

ABSTRACT This study investigates how women business owners restored operational continuity following the 2023 Türkiye earthquakes. While prior crisis management research recognises the importance of community support, improvisation, and resilience in recovery, these mechanisms have rarely been examined as a connected and gendered process. Drawing on 20 in‐depth cases from heavily affected provinces, this study develops the Gendered Bricolage Pathways Model—a mechanism‐based framework explaining how women‐owned SMEs progress from disruption to stability. Findings reveal a four‐stage recovery pathway: (1) community support functions as survival capital, enabling early operational restart; (2) bricolage serves as adaptive problem‐solving under resource scarcity; (3) routine reconstruction restores predictability and workflow stability; and (4) resilience emerges as a capability rebuilt through operational regularity rather than as a personal trait. Institutional access moderates recovery pace, while caregiving responsibilities condition the feasibility of each stage. The study advances crisis management theory by conceptualising resilience as a process outcome of restored operations and by identifying gendered time scarcity as a structural determinant of recovery speed. Practical implications highlight the need for care‐sensitive and low‐barrier institutional programmes that can accelerate SME continuity in disaster‐affected contexts. The findings provide actionable insights for policymakers and crisis managers designing equitable, community‐integrated recovery systems.