Corporate Governance in the Context of Crises: Towards a Stakeholder Theory of Crisis Management

Alpaslan, Can M.; Green, Sandy E.; Mitroff, Ian I.

doi:10.1111/j.1468-5973.2009.00555.x

Cited by 154 publications

(122 citation statements)

References 92 publications

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“…Initial analysis indicated that government units are more interested in building BCMS than private companies are, which probably results from the scale of economic activity and public utility of that services [Alpaslan, Green, and Mitroff 2009]. At the same time, an assumption emerged that awareness of business continuity management in a systematic way arises along with the period a business is run on the market.…”

Section: Hypothesesmentioning

confidence: 99%

Business continuity management systems BS 25999-2 in Poland: empirical studies

Zapłata

2016

SOEP

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This paper presents the unique results of the first survey in Poland in the area of business continuity management system BS 25999 (BCMS). Key motives, barriers of implementing and results of BCMS are identified, both theoretically and practically during the surveys. Figures of quantitative survey among all 158 companies in Poland with "ISO/IEC 27001" allow to verify the research hypothesis. There are many factors influencing the perception of BCMS, the main are connected with specific of every organization and branch. Normalized management systems, independently of normative basis, are similar because of systematic approach and prevention aim, so results have practical implications for every organization.Keywords: Poland, BS 25999, business continuity management system, BCMS, ISMS.JEL classification: G32, H12, L21, M15.SYSTEM ZARZĄDZANIA CIĄGŁOŚCIĄ DZIAŁANIA BS 25999-2 W POLSCE: BADANIA EMPIRYCZNE Streszczenie: W niniejszym artykule przedstawione zostały rezultaty pierwszych badań empirycznych z obszaru systemowego zarządzanie ciągłością (SZCD) działa-nia według wymagań BS 25999. Zarówno w ujęciu teoretycznym, jak i praktycznie zaprezentowane zostały kluczowe motywy, bariery wdrożenia oraz rezultaty SZCD. Postawione hipotezy badawcze zostały zweryfikowane w wyniku badań wśród Business continuity management system BS 25999-2 in Poland: empirical studies 39 158 organizacji w Polsce posiadających system zarządzanie bezpieczeństwem Informacji (SZBI) według wymagań ISO/IEC 27001. Zidentyfikowano, że istnieją różne czynniki wpływające na postrzeganie SZCD, indywidualne dla każdej organizacji o uzależnione od branży. Znormalizowane systemy zarządzanie, niezależ-nie od podstaw normatywnych, są podobne do siebie z uwagi na systematyczne podejście i prewencyjne ukierunkowanie działań, a tym samym zaprezentowane rezultaty badań mają praktyczny wymiar dla różnorodnych organizacji.

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Section: Hypothesesmentioning

confidence: 99%

Business continuity management systems BS 25999-2 in Poland: empirical studies

Zapłata

2016

SOEP

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“…Alpaslan, Green and Mitroff (2009) add that understanding stakeholder theory and adopting a stakeholder model is useful as a corporate governance tool that can be applied and used in crisis situations.…”

Section: Stakeholder Identification and Engagementmentioning

confidence: 99%

Changes in stakeholder dynamics and salience during a mining disaster

Engelbrecht

Thomas

2017

SAJBM

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The objective of the study was to illustrate the consequences of management oversight, as an element of poor corporate governance, of timeous stakeholder identification and engagement during a South African mining crisis. A secondary objective was to apply Quantitative Narrative Analysis (QNA), a methodology thus far mainly used in sociological research, to the understanding of this governance problem.An historical event in the South African platinum mining industry, the Marikana mining disaster, served as the unit of analysis for this case study. By utilising QNA, changes in stakeholder dynamics and salience were identified, based on available narrative from South African and UK newspaper articles spanning the period 1-24 August, 2012. The historical timeline of events and consequences were plotted, the main actors identified and the relationships between the actors and the events, mapped. A stakeholder analysis took the form of graphical stakeholder models, facilitating meaningful interpretation of the effects of the events that occurred. A typology of stakeholder categorisation was used to plot how the classification of stakeholders changed during the course of 24 days.The methodology used lays foundations for future methodological applications of QNA within stakeholder theory and presents opportunities for improved understanding of the impact of stakeholders on a company and on each other during a crisis event. The study contributes, practically, to an understanding of the importance of stakeholder identification and engagement during times of crises in order to assist leaders in engaging appropriately and timeously with different stakeholders groups, thereby promoting sound corporate governance.

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“…The consequences of a crisis also depend on how the organization is able to manage the crisis, which crisis management strategy it chooses and how it ___________________________________________________________________________ 2018 / 32 8 communicates with the stakeholders (Dowling, 2002;Coombs, 2007;Alpaslan, Green & Mitroff, 2009;Lerbinger, 2012). Quite frequently, communication is the factor determining the success of crisis management, as well as the financial and reputation damage.…”

Section: Business Organization Crises Their Concept and Principal Asmentioning

confidence: 99%

Industry Specifics and Consumers’ Reactions to Business Crises

Kazlauskienė

2018

Economics and Business

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Abstract. Different scientific studies provide many valuable recommendations how to manage crises in order to lessen their negative effect on relations with consumers. But the question whether the same business crises management rules can be applied for different industries, or they must be adapted depending on industries specifics, has not received sufficient scientific attention. Knowledge gaps about industry specific effect on consumer reactions to business crises remain. This study focuses on understanding the differences in consumers' reactions in business crises situations with regard to controversial evaluation in the society of "the sin industries" (alcohol, tobacco, gambling, etc.) and ordinary industries (not having controversial associations). Experimental research design, including online experiment with tobacco, beer and functional soft drinks consumers (in total 306 respondents), was chosen for competing research hypotheses testing. Empirical evidence was in line with theoretical argumentation about less negative consumers' reactions during business crises in case of "sin industries" versus ordinary industry. This study shows that consumers attitudes, such as perception of company's product quality, trust, social responsibility and behavioural intentions, such as intention to buy and recommend company's products, are less negative during business crises in lower reputation "sin industries" than in ordinary industries.

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Corporate Governance in the Context of Crises: Towards a Stakeholder Theory of Crisis Management

Cited by 154 publications

References 92 publications

Business continuity management systems BS 25999-2 in Poland: empirical studies

Business continuity management systems BS 25999-2 in Poland: empirical studies

Changes in stakeholder dynamics and salience during a mining disaster

Industry Specifics and Consumers’ Reactions to Business Crises

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