Do all crises have to become disasters? Risk and risk mitigation

Davies, Hilary; Walters, Megan

doi:10.1108/02637479810202883

Cited by 36 publications

(43 citation statements)

References 7 publications

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“…Thus favorable BE will leads to positive effects on consumer purchase intention. The finding of this research also supported the previous findings (Dawar and Pillutla [3], Laufer and Coombs [70] and Davies et al, [8]). …”

Section: Discussionsupporting

confidence: 92%

“…Laufer and Coombs [70] also explained that negative effect of PHC causes negative effect on BE. Also Davies et al, [8] explained the negative effect of PHC on BE and company's product sales.…”

Section: Discussionmentioning

confidence: 99%

“…The restaurant spokesperson justified his company by stating that there company takes all measures to keep the products hygiene and the student that suffered from food poisoning is not because of their food quality but due to some other factors. Thus product harm-crises are having very drastic effects, so every company should ready for it all the time and must practice a good response strategy to that crisis (Davies and Walters, [8]). …”

Section: Background Informationmentioning

confidence: 99%

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Effect of Product-harm Crisis on Customer's Based Brand Equity: The Moderating Role of Attitude towards Brand

Bilal¹,

Idrees²

2017

aeb

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A company importance can be changed by product-harm crisis (PHC). There are so many cases of PHC where weak response of the company's has resulted in negative effect on brand equity. Still less research studies were conducted on the effect of product-harm crises. The objective of this research is to investigate (a) the effect of PHC on customer's based brand equity (BE) (b) the moderating role of attitude towards brand (ATB) between PHC and BE. The population of this study consists of nine universities of Peshawar district offering business programs. Two universities were purposively selected. A sample of 200 undergraduate business students has been selected. After reading self-designed newspaper article by sampled undergraduate business students, questionnaires were filled on five and seven points' likert-scales. To investigate the effect of PHC on BE, simple linear regression was used. In order to measure the before and after effect of stone -walling response of a company on the relationship between PHC and BE, Wilcoxon signed-rank test was used. Also moderating effect of ATB was measured through SPSS. The overall results demonstrated that relationship between PHC and BE is statistically significant and negative. Additionally, the inclusion of ATB as a moderator has lessened the negative effects of PHC on BE. The effect of PHC on BE before stonewalling response was less negative as compared to after.

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Section: Discussionsupporting

confidence: 92%

Section: Discussionmentioning

confidence: 99%

Section: Background Informationmentioning

confidence: 99%

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Effect of Product-harm Crisis on Customer's Based Brand Equity: The Moderating Role of Attitude towards Brand

Bilal¹,

Idrees²

2017

aeb

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“…Safety culture comprises the set of norms, roles, beliefs, attitudes and social and technical practices within an organization which are concerned with minimizing exposure to dangerous conditions (Davies and Walters, 1998). Organizations can be crisis-prone or crisis-prepared.…”

Section: Risk Dialogue and Safety Culturementioning

confidence: 99%

Fluvial flood risk management in a changing world

Merz

Hall

Disse

et al. 2010

Nat. Hazards Earth Syst. Sci.

406

272

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Abstract. Flood risk emerges from the interaction of hazard and vulnerability. Over recent decades the notion of risk being the basis for flood management decisions has become widely accepted and operationalised through the use of models and quantified risk analysis providing the evidence for risk-informed decision making. However, it is now abundantly apparent that changes in time, at a range of scales, of pertinent variables that determine risk are not a second order consideration but, instead, fundamentally challenge the conventional approach to flood risk management. The nature of some of these changes, particularly those that operate on extended timescales, are highly uncertain, yet decisions that may have implications for several decades still have to be taken. In this paper we explore how flood risk management may be adapted to address processes of uncertain future change. We identify a range of levels at which change may be incorporated in decision making: in the representation of uncertain non-stationary quantities; in the rules that are used to identify preferred options; in the variety of options that may be contemplated for flood risk management; in the scope of problem definition, which increasingly extends to address multiple hazards and multiple functions of river basins; and in the social and organizational characteristics that promote adaptive capacity. Integrated responses to changing flood risk need to attend to each of these levels of decision making, from the technicalities of non-stationarity, to the promotion of resilient societies.

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“…Fink, (1986), for example, notes how, in business, managers are either in crisis, or in a state of precrisis. Others, including Okumus (2003), Adams (1998) Burnett (1998) and Davis and Walters (1998) emphasis the stages of crisis. These are broadly speaking, prodromal; acute chronic and crisis resolution.…”

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

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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

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Do all crises have to become disasters? Risk and risk mitigation

Cited by 36 publications

References 7 publications

Effect of Product-harm Crisis on Customer's Based Brand Equity: The Moderating Role of Attitude towards Brand

Effect of Product-harm Crisis on Customer's Based Brand Equity: The Moderating Role of Attitude towards Brand

Fluvial flood risk management in a changing world

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

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