Crisis management: prevention, diagnosis and intervention

Kash, Toby J.; Darling, John R.

doi:10.1108/01437739810217151

Cited by 171 publications

(100 citation statements)

References 2 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Authors such as Kash and Darling (1998) believe that although crises management is a requirement for all organisations and that business leaders recognise the concept of crisis management, many do not undertake productive steps to address crisis situations.…”

Section: Crisis Managementmentioning

confidence: 99%

“…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%

See 1 more Smart Citation

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

Section: Crisis Managementmentioning

confidence: 99%

Section: Figure 1: Conceptualising Crises and Disastersmentioning

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

“…So a disaster becomes a crisis when the organisation(s) believe they cannot cope. Similarly, Kash and Darling (1988) define crisis as an event which threatens customers or employees and endangers financial status and future viability, Indeed, Carter (1991:23) defines disaster as an event, natural or man-made, sudden or progressive, which impacts with such severity that the affected community has to respond by taking exceptional measures. (Interestingly, Ritchie (2003) discussing Selbst's focus on perceptions of crisis, argues that if a "crisis" is perceived by stakeholders, a real crisis may emerge.…”

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

“…Obviously, the critical events did not originate in the tourism industry but affected tourism as a consequence (e.g., the decrease in travel or, more generally, spending). Because crises occur often and for many different reasons, it is no longer a question whether a business will be adversely affected by a crisis but when (Kash & Darling, 1998). Thus, the tourism industry must prepare for crises as much as any other industry involved in international commerce.…”

Section: Elements Of Crisis Managementmentioning

confidence: 99%

The Relevance of Organizational Characteristics for Crisis Planning

Bremser¹,

Alonso‐Almeida²,

Göhlich³

2014

BMR

View full text Add to dashboard Cite

The purpose of the research was to investigate the readiness of the touristic branch for facing economic and financial crisis. The paper is based on a study undertaken in the Madrid region in 2009.Predictors of crisis including gender have been surveyed for a total of 198 hotels and 291 restaurants in the province of Madrid. The study demonstrated that the age and size of the decision-making organization and the gender of the business' leader did influence crisis planning. Major differences were found between hotels and restaurants, the last ones being more severely affected than hotels and thus placing more emphasis on planning ahead. Age was an indicator of the existence of "soft" crisis planning tools. Size was an indicator only for restaurants. Gender of the business owner also influenced crisis planning.Recommendations for policy makers on which types of owners they need to focus on for giving assistance in time of crisis were made. The scope of the study was geographically very limited and would need to be expanded to further parts of Spain or to other countries with strong tourism activities.

show abstract

Crisis management: prevention, diagnosis and intervention

Cited by 171 publications

References 2 publications

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

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

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

The Relevance of Organizational Characteristics for Crisis Planning

Contact Info

Product

Resources

About