Crisis management as a critical perspective

Fischbacher‐Smith, Denis; Fischbacher‐Smith, Moira

doi:10.1108/jmd-10-2014-0115

Cited by 11 publications

(6 citation statements)

References 50 publications

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“…Stated differently, disasters require increased awareness and contemporary value-adding activities more than maintaining a mentality of procedures and guidelines as time is a critical element when it comes to coping with disasters. For instance, Fischbacher-Smith and Fischbacher-Smith (2016) suggested incorporating crisis management modules within the range of MBA programmes in the UK, EU and the USA. A key characteristic of such modules was its development as means of evaluating conventional approaches to management which will reflect on the level of awareness of the larger base of individuals who will contribute to disaster management using innovative and value-adding techniques in future.…”

Section: Literature Reviewmentioning

confidence: 99%

A contemporary perspective on the disaster management cycle

Sawalha

2020

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Purpose This study aims to examine the traditional disaster management cycle; discussing the significance of incorporating contemporary management concepts into the disaster management cycle; and proposing a conceptual model that reflects contemporary management insight for the disaster management cycle. Design/methodology/approach A literature review was made to discuss the significance of moving towards a more contemporary view to the disaster management cycle that brings more value to the final outcomes of the disaster management process. A conceptual model was then proposed to reflect a more contemporary view to the disaster management cycle. The current COVID-19 pandemic has also been addressed explicitly throughout the paper as a case that reflects the necessity of embracing contemporary insight and practise in the traditional disaster management cycle. Findings The literature indicates that people worldwide, as well as academics still rely heavily on the traditional disaster management lifecycle to manage disasters and major incidents which consists of four main stages; preparedness, mitigation, response and recovery unrecognizing that each and every disaster is a unique incident itself and that it should be treated differently. Contemporary management thought and insight is still lacking in the study of disaster and emergency management. Practical implications This research offers a contemporary view to the traditional disaster management cycle in which recent concepts of management are used to better cope with the uniqueness of the different major incidents. This view fosters wider involvement of individuals and the general public in the disaster management process and highlights elements of creativity and modernity. The current COVID-19 pandemic, despite the many adverse consequences associated with it, has contributed constructively to the ways the traditional disaster management cycle is being implemented and practised worldwide. Originality/value This research is expected to be of a substantial value for those interested in improving performance during the various stages of the disaster management process, as well as those interested in improving organizational, social and national resilience. The traditional disaster management cycle tends to be procedural and therefore needs to embrace contemporary management thought and more value-based approaches.

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Section: Literature Reviewmentioning

confidence: 99%

A contemporary perspective on the disaster management cycle

Sawalha

2020

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“…Such measureable changes mean this is a visible, manifested, or acute crisis. It can develop from the crisis of a natural disaster, the crisis of a business disaster, or a strategic crisis (Hauc, Vrečko, & Barilović, 2011;Vrečko & Mulej, 2012;Booth, 2015;Nerghes, Hellsten, & Groenewegen, 2015;Fischbacher-Smith, Howard Cornuel, 2016;Maiorescu, 2016;Zhang & Wang, 2016;Coombs & Laufer, 2017). Such situation in the company may occur either due to an individual unfavourable event or more simultaneous events (causes of the crisis); alternatively, it can occur as a process in which initially manageable disturbances occur more frequently and severely (course of crisis).…”

Section: Theoretical Basesmentioning

confidence: 99%

Resolving Companies in Crisis: Agile Crisis Project Management

Čelesnik¹,

Radujković²,

Vrečko

2018

Organizacija

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Introduction and purpose:In practice, the existing models of tackling companies' crises are still lacking effectiveness and efficiency. The agile crisis project management model (ACPM) is based on the crisis project management doctrines, which we upgraded with the principles and methodologies of agile project management. It was developed for the resolution of such crises. Methods: Relying on scientific knowledge and in accordance with the defined research problem, we decided to use the qualitative research methods while using a method of highly structured interviews for data collection. A comparative case studies method was used for the comparative comparison of effectiveness and efficiency among the sample companies, which were divided into groups A and B. Companies in group A used the non-project approach, the traditional project, and/or the hybrid non-project-traditional project approach (CM approach) in implementing the planned measures and activities in the restructuring process and/or renovation; companies in group B used the agile project and/or the hybrid agile project-traditional project approach (ACPM approach). Results: The studied companies facing crises used various implementation approaches for the planned measures and activities within the framework of the crisis solution. The companies using the ACPM approach (group B) completed their restructuring and/or renewal process more quickly and were more effective and efficient after the crisis than during the pre-crisis period. At the same time, their net sales growth was also higher than the growth of companies using the CM approach (group A). Conclusion: The article demonstrates the results of the research, which studied the effectiveness and efficiency of resolving the sample companies' crises. In accordance with the research results, we conclude that supplementing the crisis project management with an agile project approach when resolving company crises positively affects the efficiency and effectiveness of companies after the crisis.

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“…As an organization operating in today's society, it would at one time or the other witness instability in which the impacts of event(s) threaten its operations, survivals or reputation. The ability of such organization to successfully craft strategies to manage such crisis is what differentiate an organization that is able to manage instability state of affairs from another organization that allows such horrible state to dampen its strategic objectives [1]. Crisis management is therefore seen as the provision of an organization's preplanned, rapid response capability supported by a leadership, information management and communications capacity in an integrated fashion to enable fast decision making at a strategic level within a structured environment, and thereby allowing for effective recovery and protecting an organization's survival or reputation [2].…”

Section: Introductionmentioning

confidence: 99%

Crisis Management Strategy and its Influences on the Organizational Performance in Palestine

Alzatari¹,

Ramzani²

2019

International Advanced Research Journal in Science, Engineering

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At one time or the other, organizations would witness crisis whether internal or external in which its impact could induce severe consequences or even disasters if wrong strategic moves are devised. The issue of how organizations can maintain good performance when faced with critical situations has largely remained unexplored. This study therefore examines the effect of crisis management strategy on organizational performance of Palestinian companies. Crisis management forms the bedrock for peaceful coexistence between employers and employees and even the society at large. Crisis is inevitable in any organization because it comes in varied forms and degrees. In carrying out this study a total of 140 respondents were randomly selected from a staff population. Two hypotheses were formulated to guide the study and the data collected were analyzed using partial correlation. The results revealed that management challenges to crisis management strategy are attributed to poor organizational performance and that crisis management strategy does not have any effect on organizational performance. Based on the findings of the study, recommendations were made that multinational corporations in Palestine should make funds available for crisis management on a continuous basis, and that management of organizations should be pro-active when it comes to issues of crisis management strategies. Therefore, the extent to which an organization is able to forge ahead in spite of this unavoidable constraint will depend much on the crisis management strategies on whom rests the arduous task of resolving crisis.

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Crisis management as a critical perspective

Cited by 11 publications

References 50 publications

A contemporary perspective on the disaster management cycle

A contemporary perspective on the disaster management cycle

Resolving Companies in Crisis: Agile Crisis Project Management

Crisis Management Strategy and its Influences on the Organizational Performance in Palestine

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