Conceptualization of Crisis Situation in a Company / Įmonės Krizinės Situacijos Konceptualizacija

Abstract

Abstract. The paper highlights theoretical construct of crisis situation in a company emphasizing the methodological positions of a social phenomenon. Applying systemic analysis of crisis situation in a company the paper discusses hardly spread social phenomenon, i.e. occurrence and expression of crisis situation in a company. On the basis of retrospective analysis of crisis situation, both crisis environment and bankruptcy features are presented and principal keywords defi ned with reference to crisis in a company as a social phenomenon and related to its environment: human, company-based, national and global. It shows the complexity of the scientifi c research object, that brings meaningful input into the analysis of crisis features in company life cycle. The paper aims at discussing and presenting critical reviews of crisis situation interpretations with emphasis on methodological positions of social phenomenon in different disciplines. The differences and links between crisis and crisis situation are also explained. Through explanation of logical construct of the paper, the authors specify crisis concept in a company: distinguishing negative changes in a company, that make the company staff apply crisis communication process and instrumentalities. In the above mentioned context the problem of crisis situation in a company remains signifi cant from psychological, social and economic and managerial perspectives.

Smes’ Investment Determinants: Empirical Evidence Using Quantile Approach

“…The results confi rm that changes in the economic climate in general (Kildienė et al 2011;Valackienė, Virbickaitė 2011), and in GNP in particular, have an effect on SME activity, especially when fi rms have moderate and high levels of investment, corroborating in these circumstances what is stated by Bernanke and Gertler (1989) and Bernanke et al (1996)., Gertler and Gilchrist (1994), Oliner and Rudebusch (1996) and Vermeulen (2002). However, that positive effect appears to be particularly relevant when SMEs have moderate and high levels of investment, suggesting that the marginal effect could be more relevant in SMEs with more investment, and consequently greater growth, than in SMEs with lower levels, and so the latter may not take advantage of the opportunities conferred by economic growth due to the particular fi nancial diffi culties they may be facing.…”

How Does Top Management Team Diversity Matter in Abruptly Dynamic Environments?

“…The results of this study suggest that managerial cognitive hurdles that result from TMT members having diversified educational and functional backgrounds are augmented when top executives sense a crisis induced by sudden and substantial environmental dynamism (Menz, 2012). This suggestion warrants further investigation, especially regarding the role of sense-of-crisis in triggering discord in collective decision making among executives with diversified job-related backgrounds (Valackiene & Virbickaite, 2011).…”

The Aspects of Restructuring Enterprises and the Ways of Implementing the Process

“…Apskritai strateginio valdymo kontekste daž nai pabrėžiami tokie įmonių restruktūrizavimo būdai ir priemonės, kurie susiję su įmonių konkurencingumo formavimu (Ginevičius et al 2005;Bazar, Sakar 2011;Valackienė, Virbickaitė 2011): -išteklių valdymo racionalizavimas vykdomas remian tis gamybos veiksniais; -investicijų valdymo racionalizavimas gali būti pa siektas atnaujinant gamybos technologijas, raciona lizuojant technologinius procesus, įsisavinant naujus produktus; -inovacijų valdymo racionalizavimas suteikia galimy bes plėtoti mokslinius tyrimus, kurti naujas gamybos technologijas ir metodus, siekiant didinti gamybos našumą ir produkto kokybę (apima visus konkuren cingumo formavimo elementus: išteklių, investicijų, veiklos laimėjimų ir inovacijų valdymą); -veiklos laimėjimų valdymo racionalizavimas įgyven dinamas didinant darbuotojų motyvaciją ir kompe tenciją, skatinant iniciatyvumą. Mokslinėje literatūroje pateikiamas įmonių pertvarky mo būdų skirstymas į dvi grupes, atsižvelgiant į veiksmų pobūdį ir įvardijant restruktūrizavimo priemones kaip operatyvines ir strategines (perspektyvines), skirtas įmo nių bankrotui išvengti (Mackevičius 2007;Lin et al 2008) (2 lentelė).…”