A strategic approach to managing crises

Burnett, John

doi:10.1016/s0363-8111(99)80112-x

Cited by 203 publications

(140 citation statements)

References 8 publications

Supporting

Mentioning

131

Contrasting

Unclassified

Order By: Relevance

“…Whilst several authors note the capacity of crises or disasters to act as turning points for destinations and businesses (Burnett, 1998;Faulkner, 2001), these 'transformational connotations' or positive potentialities are exploited only when new knowledge is acquired or applied in novel ways, so that stakeholders are enabled to change their perceptions of the situation and future outcomes. In its simplest terms, a knowledge management system is a way whereby knowledge can be recognised and used in a planned, ongoing manner (Ruhanen, 2008).…”

Section: Crises Dmos and Knowledge Managementmentioning

confidence: 99%

Knowledge management: the missing link in DMO crisis management?

Blackman

Kennedy

Ritchie

2011

Current Issues in Tourism

View full text Add to dashboard Cite

Despite some recognition of the role of DMOs in crisis management, limited attention has focused on the role of Destination Marketing Organisations (DMOs) in crisis events, and in particular their role in managing knowledge across diverse stakeholder groups and domains. This theoretical paper attempts to address this deficiency by synthesising knowledge management and tourism crisis management literature, to outline the potential role of DMOs in managing knowledge across boundaries during crises. Carlile's (2004) work on boundary spanning is used to consider potential organisational and management issues for DMOs dealing with crisis events and how they should be managed. The paper argues that because of the role and nature of DMOs they should play an important role as knowledge spanners/brokers to transfer, translate and transform knowledge to stakeholders. The paper concludes with future research avenues related to knowledge management, DMOs and crises.

show abstract

Section: Crises Dmos and Knowledge Managementmentioning

confidence: 99%

Knowledge management: the missing link in DMO crisis management?

Blackman

Kennedy

Ritchie

2011

Current Issues in Tourism

View full text Add to dashboard Cite

show abstract

“…Fink, (1986), for example, notes how, in business, managers are either in crisis, or in a state of precrisis. Others, including Okumus (2003), Adams (1998) Burnett (1998) and Davis and Walters (1998) emphasis the stages of crisis. These are broadly speaking, prodromal; acute chronic and crisis resolution.…”

Section: The Nature Of Crisis and Disastermentioning

confidence: 99%

The Impacts of Foot and Mouth Disease on a Peripheral Tourism Area: The Role and Effect of Crisis Management

Irvine

Anderson

2006

Journal of Travel & Tourism Marketing

View full text Add to dashboard Cite

This study reports on the consequences of endemic cattle and sheep disease (2001) on two separate areas on the tourist industry; a) the Grampian Region of Scotland (indirectly affected) and b) Cumbria in England, (directly affected), and secondly on the effects of various crisis management strategies to alleviate the ensuing problems in both areas. Data were collected by a survey of a sample of 200 tourism orientated SME operators in Grampian and 170 businesses in Cumbria.The results show two forms of impact caused by the disease, direct and those less obvious or tangible. Direct impact was the dramatic loss of trade, most dramatically experienced by the lack of tourists visiting the areas. Indirect effects included loss of supply, change to the product offered and cuts in future investment. In the combination of these impacts, it was clear that the effects would have longevity far beyond the period of the actual crisis. Although the actual presence of the disease was geographically limited in Grampian, the consequences rippled out to affect areas that had no direct connection. In Cumbria, the effects were only slightly more severe but the response more direct and initially effective. Significantly the data also demonstrated a perception of minimal effort by the government to limit the consequences to the farming industry especially in Grampian. We conclude that the tourist industry in peripheral regions is fragile and highly vulnerable to any external shocks. However, we also note the ability of small rural firm to respond to such catastrophes and to avert the worst impacts of crisis.2

show abstract

“…However, the real challenge is not to recognise crises, but to recognise them in a timely fashion (Darling et al, 1996). Authors such as Burnett (1998) and Kash and Darling (1998) note that decisions undertaken before a crisis occurs will enable more effective management of the crisis, rather than organisations being managed by the crisis itself. Proactive planning through the use of strategic planning for crises will help reduce risk, time wastage, poor resource management and reduce the impacts of those that do arise (Heath, 1998).…”

Section: Figure 1: Conceptualising Crises and Disastersmentioning

confidence: 99%

“…Both Burnett (1998) and Marra (1998) note that effective crisis communication strategies are required as part of a strategic approach to dealing with crisis situations. Marra (1998:461) notes that poor communication strategies can often make the crisis worse as a deluge of questions is often asked from a wide range of stakeholders including reporters, employees, stockholders, government officials and public residents.…”

Section: Prodromalmentioning

confidence: 99%