Crisis Management and Management Strategy‐Time to “Loop the Loop”?

Richardson, Bill

doi:10.1108/09653569410795632

Cited by 79 publications

(56 citation statements)

References 14 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Consequently by drawing on the knowledge of individuals and groups derived from their experiences of managing in a crisis, the role of organisational learning is stressed. In considering learning approaches in relation to crisis management Richardson (1994) distinguishes between single and double loop learning. Single loop learning concerns learning from the managerial responses themselves in keeping with the accepted framework of existing systems' objectives and roles, whereas double loop learning additionally questions the systems, roles and objectives themselves as well as the response to the crisis to see what lessons might be forthcoming.…”

Section: N Evans and S Elphickmentioning

confidence: 99%

Models of crisis management: an evaluation of their value for strategic planning in the international travel industry

Evans

Elphick

2005

Int. J. Tourism Res.

135

View full text Add to dashboard Cite

Tourism is particularly prone to external shocks, which by their nature are unpredictable and need to be addressed through effective crisis management processes. The paper reviews the literature relating to crisis management in tourism and identifies and briefly critiques several models that have been developed to help managers in their strategic planning for such contingencies. The terrorist attacks of '9/11' are used as an exemplar of the type of external shock that can lead to crisis if travel industry managers fail to take immediate and decisive action. This paper discusses the reactions of leading UK based tour operators to the terrorist attacks and a case study is presented to examine the reaction of a particular company to '9/11' and to review the 'turnaround' strategies used. The crisis management process model is compared and contrasted with the steps actually undertaken at the company. It is evident that there are wider lessons for the travel industry including the need to: integrate crisis management with strategic planning processes, prepare detailed contingency plans, define decisional roles and responsibilities, and to retain a degree of flexibility.

show abstract

Section: N Evans and S Elphickmentioning

confidence: 99%

Models of crisis management: an evaluation of their value for strategic planning in the international travel industry

Evans

Elphick

2005

Int. J. Tourism Res.

135

View full text Add to dashboard Cite

show abstract

“…Other crisis management research has focussed on the stages of crises to assist in understanding crisis phenomenon and assist in proactive and strategic management of crises (see Richardson, 1994;1995). Fink (1986) and Roberts (1994) both developed slightly different models to explain the lifecycle of crises (see table 2).…”

Section: Crisis Managementmentioning

confidence: 99%

A Farming Crisis or a Tourism Disaster? An Analysis of the Foot and Mouth Disease in the UK

Miller¹,

Ritchie²

2003

Current Issues in Tourism

View full text Add to dashboard Cite

“…45-46), Kraus & Becker-Kolle (2004: pp. 15-16), Lymbersky (2013), Mitroff, Pauchant & Shrivastava (2006: p. 51), Müller (1986), Pate (1999: p. 55), Pümpin & Prange (1995: p. 201), Richardson (1994), Slatter (1987Slatter ( : pp. 25-55, 1990), Schellberg (2008: p. 57), Wildemann (2004: p. 193).…”

Section: Causes As the Real Culprits Of The Crisismentioning

confidence: 99%

Handling Corporate Crises Based on the Correct Analysis of Its Causes

Dubrovski¹

2016

JFRM

View full text Add to dashboard Cite

The extent of a crisis is simultaneously reflected in several areas, making it a complex or multidimensional phenomenon affecting the economic, social, traditional, psychological and legal aspects of an organization. An analysis of the real causes of a crisis or serious problems in a company's operations, which should not be confused with the symptoms or consequences of a crisis, is extremely important, as it can be used to identify the areas whose effects need to be limited or eliminated. Despite the fact that in business practice there are often suggestions and pressures in the recovery procedure not to deal with the analysis of the causes that brought on the crisis, claiming that it is all in the past and solutions have to be found for the future, the analysis of the real causes for the preparation of a recovery plan of a company is as important as the preparation of the measures to achieve the desired changes. To resolve a crisis, its real causes need to be eliminated or minimised, while working on the wrong causes is just a further waste of time, money and effort, which only makes the crisis situation worse. In the empirical part of the article, using a sample of 164 Slovenian companies in difficulty, the causes, as were listed by the management of these companies, were studied, while two stances were adopted regarding the two set hypotheses.

show abstract

Crisis Management and Management Strategy‐Time to “Loop the Loop”?

Cited by 79 publications

References 14 publications

Models of crisis management: an evaluation of their value for strategic planning in the international travel industry

Models of crisis management: an evaluation of their value for strategic planning in the international travel industry

A Farming Crisis or a Tourism Disaster? An Analysis of the Foot and Mouth Disease in the UK

Handling Corporate Crises Based on the Correct Analysis of Its Causes

Contact Info

Product

Resources

About