Crisis Management Process Research Articles

Crisis and Change Management at the Micro level

Changes are inevitable when managing company crises, it is essential for the country as well as for business development. The world around us is changing. Changes are seen in technologies in demands ,environmental problems, globalization, depletion of natural resources and etc.. All these circumstances are related to changes that are necessary and inevitable. If it is necessary for a company to have a goal, around which all staff will be united, then it is important for all participants of the process, to know about their purpose, role, obligations and responsibilities in the process.The aim of this paper is to study the crisis management practices at the micro level. Identify weaknesses in anti-crisis management and develop recommendations. Empirical and expert research in the paper revealed the inadequate readiness of companies operating in Georgia to overcome crises. Most companies do not have crisis management experience, moreover, there are no anti-crisis plans and programs. The staff at the company does not have complete information on crisis management. At the end of the study, based on a scenario approach, the effectiveness of short-term crisis management marketing program and process optimization is determined. It is noted that central figure of the anti-crisis program should be the customer, whose individual request will be focused on the main messages of the company. In times of crisis, the primary task of a company is to retain the customer, who should ensure the company reputation and image stability.Abovementioned becomes even more important in modern conditions, when Internet technologies are getting more and more widespread and implemented in the corporate culture, on the basis of which communication with B2B and B2C sectors is easy and fast.

Contingency theory informs relationship management: Exploring the contingent organization-public relationships (COPR) in a crisis of Mainland China

This paper demonstrates the theoretical rationale for incorporating the concept of relationship management into the contingency theory of strategic conflict management (the contingency theory thereafter). Such a contingency approach is created to aid organizations in evaluating organization-public relationships (OPR) across stages of crises. Based on cross-disciplinary scholarship from crisis communication and public relations, this study explores how the identified three categories of contingency factors, such as predisposing, situational, and proscriptive elements affect relationships in the crisis management process. A case study of the Wukan crisis between governments and activist publics in mainland China is analyzed to examine the contingent organization-public relationships (COPR) and its predecessors. Implications of this study are to move the contingency theory beyond the static measurement of stances and extend its scope into relationship management. This study also adds value to the crisis communication literature, which mainly focuses on organizations in Western contexts.

Enabling the decision-making process: Applying experience from Afghanistan to civilian crisis and incident management

When it comes to crisis management, every second counts — whether it is a fire onsite or a reputational crisis, decisions must be made rapidly to protect the company’s people, operations and reputation. This paper gives real-world examples of standing up and running a crisis management process inside the Special Operations Command during the Afghanistan conflict. It highlights the need for fast, flat and accurate communication in order to enable rapid response and recovery. The paper describes the challenges of building an organisational approach to crisis management and establishing the buy-in, process steps and systems solutions for such an endeavour. The paper will review, step by step, how this process was built in Afghanistan and how to bring it to the civilian sector to create a level of intelligence and response that most civilian companies are yet to realise.

Perspectives on the Development of the EU Crisis Management System

The article reveals the main features of the European Union crisis management system and outlines the endeavors undertaken to improve it further by introducing a more proactive approach through enhancing the response mechanism and expanding the capabilities for prevention, preparedness and resilience. The article highlights the ability of the EU crisis management to meet the challenges of the security environment and respond to different scenarios, including overseas political-military crises having a strong impact on various aspects of common security. Furthermore, the article explores the capabilities of the Union to conduct military and civilian missions and operations within the Common Security and Defence Policy (CSDP) and analyzes their specific contribution to international peace and security. The article underlines the importance of self-reliant strategic airlift as a token of strategic autonomy and a provider of flexible mobility options. It goes on to argue that matters of strategic air mobility should be addressed along with the concerns preventing the use of the EU multinational battlegroups so far. Then, the article identifies the Strategic Compass, due to be adopted in 2022, as a platform for a common strategic vision for the Union’s security and defense priorities, a sound basis for consensus on future response options and a facilitator for further integration of the military component of defense into the EU crisis management system. It also maintains that increased responsibilities would impose higher requirements upon the key elements of the crisis management process. The article points to intelligence as an integrated effort supporting CSDP military and civilian missions. Finally, it suggests three main approaches to the development of the European crisis management system and concludes that the main goal should be reinforcing the role of the EU as one of the pillars of international peace and security.

Competing Responsibilities and the Distribution of Outcome through Dialogic Practice

ABSTRACT Crisis intervention teams in Berlin, Germany use a form of dialogic practice – a therapeutic approach based on the relational meaning of language – to develop an alternative means of negotiating risk and evaluating “outcome” in psychiatric experience. These clinicians bring familial networks into the process of crisis management, revealing meaningful “outcomes” regarding crisis care to be tethered to local concepts of chronicity and responsibility. To conceive of outcome in this context requires attention beyond the individual, and instead the consideration of a distributed outcome, in which living with risk, and its consequences, is bound to the collective experience of the network.

The Italian Emergency Regime at the Covid-19 “Stress Test”: Decline of Political Responsiveness, Output Legitimation and Politicization of Expertise

During the Covid-19 pandemic, public trust necessarily shifted towards science and technical expertise worldwide. In some liberal democracies, the Constitution and Parliament have been by-passed, with Executives using scientific and technical expertise to legitimate political choices within the crisis management process. In Italy (March-August 2020), the Executive set up expert teams (such as the comitato tecnico-scientifico) acting mostly by Decrees of the President of Council of Ministers (DPCM). The Italian Parliament was not sufficiently consulted. After reviewing the current research literature on constitutional changes during emergency regimes within representative democracies, and using insights from Italy, we try to frame the discourse concerning Executive’s choices during emergency regimes in terms of (i) decline of political responsiveness, (ii) prevalence of out-put legitimation and (iii) politicization of expertise (with the possibility for expertise, in turn, to influence policy making) to contribute to the overall debate on the reconfiguration of powers in times of crises.

COVID-19 Salgını Döneminde Havacılık Sektöründe Kriz Yönetimi: Türk Havayolları (THY) Özelinde Bir Durum ÇalışmasıCrisis Management in the Aviation Sector During the COVID-19 Pandemic: A Case Study for Turkish Airlines (THY)

Purpose – The purpose of this study is to examine the impact of the global crisis that emerged with the COVID-19 epidemic on the aviation sector and the activities implemented in the crisis management process in particular for Turkish Airlines (THY). In addition, THY crisis management practices and crisis management practices recommended for the aviation industry in the literature were compared and the results were evaluated. Design/methodology/approach – In this study, the case study method which is one of the qualitative research designs, was used. The obtained data were analyzed with content and document analysis techniques. Secondary documents were used in document analysis. These documents; Turkish airlines' 2019-2020 annual reports, press briefing of Turkish airlines senior management, information on Turkish airlines website and data obtained through literature review. For content analysis, the short films on the official youtube and facebook pages of the institution were evaluated by content analysis and separated according to the most watched themes. Findings – According to the data obtained as a result of the analysis, it has been determined that the sudden emerging crisis of THY management has been carried out in accordance with the crisis management steps stated in the literature and is similar to the crisis management practices of the airlines in the world. Discussion – It is aimed that the research will contribute to the strategy and management literature by considering the crisis and crisis management concepts together with the aviation industry.

CRISIS AND CRISIS MANAGEMENT IN ORGANIZATIONS, THE IMPORTANCE OF CRISIS AND CRISIS LEADERSHIP, THE EFFECTS OF THE COVID-19 PANDEMIC CRISIS PROCESS ON THE TURKISH ECONOMY

Crisis (crisis) are difficult situations that threaten the high-level goals and business methods of an organization, or put the organization's existence in a dangerous situation, require quick decisions, and neutralize problem prevention systems. In other words, crisis can be defined as an unexpected situation or events that have an unexpected outcome (Sikich, 2002). Crises are a turning point for businesses by enabling organizations to gain new experiences and acquire new knowledge, and to turn this situation into an opportunity (Demirtaş, 2000). The ability of organizations to achieve their goals and to maintain their existence depends on their ability to adapt to their environment and to regulate their business skills depending on the expectations of the environment. The constantly changing environment creates major problems for businesses that cannot adapt to these changes and cannot balance. The success of organizations depends to a large extent on their ability to recognize and assess these dangers beforehand. Organizations can face many threats that can come from within the business or from the business environment. Because of its negative effects, organization managers' ability to cope with these threats is of great importance for businesses (Can, 2002). Organization managers' leadership, experience, knowledge and skills are most needed in times of crisis. Because the most important responsibility of a leader manager is to successfully prevent the crisis that occurs in the organization. Managers exist to manage unexpected conditions and solve problems in organizations. For this reason, administratorship is the problem management process in organizations. The manager is the person who prevents this problem. Therefore, leading managers appear and show themselves especially in times of crisis (Peker & Ayturk, 2000). In this study, the characteristics of the crisis in organizations, the reasons for the emergence of the crisis and the crisis management processes in organizations are mentioned. Crisis management processes of organizations in potential crisis situations are examined.

Applications of the Blockchain Technology in Emergency Crisis Management and Rescue Processes

INTRODUCTION: Communication and information exchange are of great importance in order to coordinate crisis management in an emergency and rescue processes. Therefore, the attainment of a strong, complete, and stable communication infrastructure will be among the vital factors for providing an appropriate response to emergencies. The use of new technologies that seem to ensure reliable communication and information exchange must be constantly evaluates. METHODS: This review study searched articles published from 2000 to 2021 in Persian and English regarding blockchain technology applications in such databases as Google Scholar, Science Direct, and PubMed using keywords, including rescue, blockchain, and crisis management. FINDINGS: Accurate and optimal presentation of information is an essential prerequisite for crisis management in response to disasters due to the significant impact of each role-maker's decisions. Innovative blockchain technology is extensively used in various fields and is usually well-known and popular for its decentralized and distributed organization and leadership. CONCLUSION: In general, blockchain technologies have shown success in reducing logistics, support, executive, and management costs in different areas. Crisis management in emergencies and disaster response can be significantly improved by the implementation of blockchain technologies. In addition, studies show that the implementation of blockchain technology in crisis management during an emergency and rescue processes is very complex and requires a great deal of cooperation from all parties. However, it will be effective in practice.

Crisis management made visible: A case study of a school fire.

The aim of this study was to examine how a more inclusive framing of a crisis directs the actors' understanding of a situation and identifies unrecognized actors in the crisis management process. Crises include various extreme situations and require appropriate management frameworks to be effectively managed. The research is based on interviews with personnel who responded to a school fire and focuses on their interpretations and actions during the incident. The results indicated that the informants framed the crisis as a school fire. Consequently, the incident commander and principal became the core actors. However, an unrecognized management frame was identified, representing teachers who, in response to the crisis, upheld and normalized educational functions. As the frame representing teachers did not fit the established discourse on crisis management, it was not recognized by others involved, hence ignoring the contributions of significant role-players in the operational and pedagogical management of the crisis.

Crisis Management Strategies of Startups in the COVID-19 Pandemic

The survival and growth of entrepreneurial startups system are threatened by the unprecedented exogenous shock of the COVID-19 pandemic. While startups play pivotal roles in a country’s national innovation system, “what, why, and how” they act against the crisis has remained an underexplored topic. This study aims at identifying specific government policy initiatives to protect the firms’ survival during the crisis and counterstrategies employed by startups in the crisis management processes. Our quantitative analysis of 91 policy initiatives in 40 countries against the COVID-19 economic crisis indicates that governments focus mainly on providing short-term financial supports such as interest/tax benefits, payment delays, and wage subsidies for small and medium-sized enterprises. In contrast, startup-specific supports buffering from the lack of investment and financial capital were insufficient. Another qualitative analysis of interviews with 16 actors in entrepreneurial ecosystems reveals that Korean startups are leveraging the productive utilization of available resources through business model improvements, organizational restructuring, and external networks against the high illiquidity caused by the crisis. Startups are also required to remain resilient in the entrepreneurial crisis management process by adopting bricolage responses allowing high agility and adaptability for seeking alternative business opportunities in times of crisis.

Ambiências digitais como lugares de visibilidade/invisibilidade das organizações na gestão das crises / Digital environments as places of visibility/invisibility for organizations in crisis management

The digital environments (re) defines the relationships in/of organizational spaces. We realize that in these spaces as associations they move between visibility and invisibility strategy, considering opportunities and risks that involve them recursively. In this scenario, we discuss possible places/non-places for organizational communication in digital environments and reflect on the crisis management process in associations and the respective 'place' of communication. We start from the assumption that the associations are immersed in a scenario of uncertainty (Morin, 2008) and hypervisibility in which the ordinary daily life becomes, increasingly, transparent and absent of borders for the social environment. With this, the critical hypothesis, which are conventionally called ‘crisis’, become the new common (Bauman, 2016). And it is precisely in times of crisis that communication gains centrality, because “without effective, transparent, timely communication, it becomes much more difficult to control the crisis” (Forni, 2013: 289). We resort to complex thinking (Morin, 2008) and, in empirical terms, to the observation of two crisis that occurred in Brazil involving a mining company, Vale S.A. (Brumadinho and Mariana). To reflect on the (non) place of communication in crisis situations, in the light of the analysis of the cases mentioned, we are anchored in the anthropological conception of place and not place proposed by Augé (2010, 2012). The results indicate that there is a (de/re) territorialization in/of communication in these environments, over the course of events, potentiating non-places (Augé, 2017) and the absence of dialogues. There is a potential for hierarchical communication to give rise to dialogical dialogue (Sennett, 2012), which is not always understood, comfortable and experienced by organizations. Such scenarios, fluid and accelerated, demand openness to horizontal and more egalitarian communication to the detriment of hierarchical, vertical, centralized and centralizing communication. As Santaella (2010) points out, digital environments, such as social media, greatly increase the collective relationships that underlie organizations, propose agency and hybridization, fluid territorialities and 'temporary upheavals', displacement marches through differences, “to communicate other visions and ideas that exclusive ideologies and absolute truths, closed in on themselves like walled cities, do not contain” (Santaella, 2010: 280). On the other hand, that same fascination and seduction in the face of the possibilities arising from this mediatized reality, sometimes overshadow movements of invisibility, silencing and emptying of relationships and interactions. Vale S.A.'s cases also show the dilution of borders and communicational territories, in the midst of mediatized contexts, which cause the unfolding of crises to overflow the geographic locations where critical events take place. If the digital age has ubiquity as one of its features, in which borders between private and public life, between inside and outside, between here and there (Santaella, 2010), we believe that the effects of crisis also become 'ubiquitous', that is, they are everywhere and completely reconfigure the notions of impact and reach. In this context, attempts to make aspects of the crisis invisible become insufficient. The qualitative and exploratory dimensions (Gil, 2021) characterize the nature of the work. The theoretical review was developed from the dialogue between authors such as Augé (2017), Bauman (2016), Morin (2015), Forni (2013) and Wolton (2010), among others.

Crisis Management of Restaurant Business in Modern Conditions

The aim of the article is the study of presumable and real causes of the crisis, the factors that cause it, its signs and consequences that deteriorate the normal conditions of the enterprise functioning. Research methods used in the process of writing the work include general and special methods. From general research methods the following were used: deduction (when constructing the structure of work in the logical interconnectedness and unity, as well as the interdependence of its components), induction (when forming general conclusions of the study), abstract logic and synthesis (when clarifying the interpretations of the categorical tools of crisis management), analysis (in the development of classifications of crisis phenomena, in the study of trends in restaurants crisis management, in processing the results). Special methods used include factor analysis, computational analysis and method of comparisons, tabular and graphic, economic and statistical correlation analysis, forecasting methods (in justifying the prospects of institutions) restaurant business after the cessation of the spread of the coronavirus pandemic) and other methods of studying economic and managerial processes and phenomena. This paper investigates the system of restaurant crisis management and defines its essence and main components. It also considers necessity and relevance of crisis diagnostics and monitoring of restaurants activities and operations during different crisis lifecycle stages. The present work includes a comparison of foreign and Ukrainian experience, as well as the practices of crisis management and reorganization, state regulation in the realm of bankruptcy. It establishes the main external factors of unprofitable activity of restaurant establishments. It determines that the innovation policy in the crisis management process is one of the main tools that contributes to the exit of the establishments under study from the crisis and increase their competitive positions in the market. The current study presents a generalized sequence of crisis management strategic goals implementation. It identifies the phases of the crisis development and the stages of the crisis lifecycle in the restaurant business. It shows the developed structural organisation of restaurant establishments under the influence of the anti-crisis action program. Also, it presents specially developed proposals to reduce electricity costs in the restaurant business. This research offers motivational components that are recommended for introduction into the establishments activities and presents the structural model of restaurants activity crisis management system.

Ambiências digitais como lugares de visibilidade/invisibilidade das organizações na gestão das crises / Digital environments as places of visibility/invisibility for organizations in crisis management

Ambiências digitais como lugares de visibilidade/invisibilidade das organizações na gestão das crises / Digital environments as places of visibility/invisibility for organizations in crisis management

The Role of Regulatory Agencies in Agenda-Setting Processes: Insights from the Italian Response to the COVID-19 Infodemic.

International organizations such as the WHO have worked to raise awareness of the massive infodemic that accompanied the COVID‐19 outbreak and made it hard for people to find trustworthy sources of information and reliable guidance for their decisions. Our contribution focuses on the Italian case, where the Communications Regulatory Authority (AGCOM) was able to act as first mover in its field so as to strategically frame the problem of disinformation in the absence of a pre‐existing policy intervention. An emerging body of research shows that the activity of formally independent regulators is not necessarily limited to the implementation of delegated regulatory competencies. We discuss the implications of the activity of independent regulators for the fight against disinformation during the COVID‐19 pandemic. We find that as a political actor in its own right, the Italian media regulator claimed control over sectoral expertise in order to shape the crucial first steps of the response to the infodemic.

Crisis Management: Innovative Financial and Accounting Technologies

Under crisis conditions, the behavioural model for business entities is determined by the effectiveness of crisis management which requires the use of innovative financial and accounting technologies, as well as changes that occur within the overall management system of the company. In the course of the current research the mechanism of crisis management of business activity and its elements is proposed and the system of procedural support for the crisis management process is determined. The compliance of accounting and financial instruments and technologies with the functions of crisis management of the company is presented. The paper analyses the importance of organizational changes in the process of crisis management. This allows optimizing the processes of information support for the decision-making process and improving the quality of crisis management of a company.

Rapid setup and management of medical device design and manufacturing consortia: experiences from the COVID‐19 crisis in the UK

The COVID‐19 pandemic caused severe ventilator shortages in many healthcare systems worldwide. The UK government reacted to this with a three‐pronged approach of importing, up‐scaling existing production and supporting new design projects. The latter two parts – labelled the UK Ventilator Challenge – included over 50 companies from various sectors including the automotive and aerospace industries. Nine multi‐partner consortia and five single‐company projects were initiated with varying approaches. This study explores lessons learned during the setup and management of these medical device designs and manufacturing consortia. A qualitative survey methodology was employed, and 32 semi‐structured stakeholder interviews were conducted. The primary data was triangulated through the collection of 42 secondary data sources such as webinars and radio interviews. Transcription and a three‐step data analysis process of thematic coding identified six lessons learned. The analysis of the data showed that a strong, appealing common goal can enable employee motivation and trust as well as align priorities across all companies involved. This facilitates the involvement and fruitful collaboration of companies with varying sizes and fields of expertise. Furthermore, selecting the most suitable employees with specialist knowledge for high‐priority projects and empowering them to make decisions can have a positive effect on project performance. The findings from the study complement existing literature on new product development and crisis management processes. In addition, the results uncover potential long‐term effects such as more openness for cross‐sector collaborations, which can serve as interesting sources for further research.

Crisis Management on Education Policies during Covid-19: The Case of China, USA and Italy

COVID-19 is a global pandemic and affects countries in several dimensions such as health system, economy and education. The current study seeks to report and compare implementations of educational policy during COVID-19 pandemic in China, USA and Italy within the framework of crisis manage-ment process. The current study is descriptive in that it seeks to document sources on the phenomenon COVID-19 pandemic and explore similar or different implementations of educational policies. The findings indicate that educational policies are implemented in mostly similar patterns except slight differences in administrative approaches. Although the outcomes of the policies will be evident in the future, some implications can be listed as flexible and systematic planning of educational policies, collaboration and cooperation among authorities and schools, improving internet infrastructure and providing flexible educational programs. It is expected that investigation of educational policies and implementations in pandemic will guide in terms of managing crisis in educational issues.

Coping with COVID: pivoting perspectives from teaching a third-year undergraduate financial accounting course

Purpose Coronavirus (COVID-19) has caused upheaval in university teaching practices. This paper aims to document how the teaching team on a large third-year undergraduate financial accounting course in an Australian university coped with the impact of the virus. Changes in teaching practices when classes shifted from face-to-face to online instruction during the COVID-19 crisis are described and examined using the crisis management process framework of Pearson and Clair (1998). Teaching team members were asked to write brief reflections on their experiences teaching the course during the period from February to July 2020. These were then thematically analysed and included as outcomes within the Pearson and Clair (1998) framework. Design/methodology/approach Description of COVID-19 induced changes to teaching a large undergraduate financial accounting course at an Australian university. Findings Six outcomes emerged: learning new technology; collegiality; the course review; the online delivery experience; redesigning assessments and; time investment; conjectures are offered about the survival of some of the changes made during the year. Research limitations/implications The research only covers one teaching team’s experience but that is the purpose of the special issue. Practical implications Lessons for the future are explored. Social implications The implications of online teaching are explored. Originality/value The paper provides a historical record of how the teaching team on a large undergraduate financial accounting course coped with an unexpected, major event that necessitated rapid and radical changes to teaching methods.

The Review of the Government’s Response to COVID-19 - Focusing on the Intellegence Process -

2020년 COVID-19에 대한 한국 정부의 대응 과정을 정보 프로세스를 통해 점검하고, 문제점을 식별하고, 이에 대한 해결책을 제시하는 것이 이 연구의 목적이다. 이 연구에서는 5단계 정보 프로세스를 통해 COVID-19에 대한 한국 정부의 초기 대응과 현재 진행 중인 위기 관리 프로세스를 점검하였다. 5단계 정보프로세스는 (1) COVID-19에 대한 정보를 수집하는 과정을 살피고. (2) 수집된 정보 분석과정을 통해 살피고. (3) 대응 조직간의 정보 공유 상황을 확인하고, (4) 감염병 정보가 얼마나 투명하고 정확하며 시기적절하게 공개되는지 조사하였다. (5) 정부가 지속적으로 정보를 최신화 및 관리조치를 살폈다. 결과적으로 정부는 해외 감염병 발생 시, 더 신속한 정보 수집 노력, 전문인력 및 분석체계 구축, 정부 주도의 적극적인 정보 공유 노력, 신중하고 원칙 있는 정보 공개 시스템 구축, 인력이 아닌 체계 구축을 통한 정보 관리를 위한 투자와 연구에 지속적인 노력이 필요할 것으로 보인다.The purpose of this study is to check the Korean government s response to COVID-19 in 2020 through an information process, identify problems, and suggest solutions. This study examined the Korean government s initial response to COVID-19 and the ongoing crisis management process through a 5-step information process. The five-step information process looks at (1) the process of gathering information about COVID-19. (2) Look through the process of analyzing the collected information. (3) The status of information sharing among the responding organizations was checked, and (4) Infectious disease information was investigated how transparent, accurate, and timely information was disclosed. (5) The government continuously updated information and looked for management measures. As a result, in the event of an overseas infectious disease, the government strives to collect information more quickly, establish a professional manpower and analysis system, share information led by the government, establish a discreet and principled information disclosure system, and manage information through a system, continuous efforts for investment and research.