Entering new territory: A study of internal crisis management and crisis communication in organizations

Crisis Communications Response among Yemeni Security Sector Institutions: Efficiency and Assessments by Employees

“…This study also identifies factors that hinder effective communication during crisis management. Although the research shows that larger organizations are typically more prepared than smaller organizations [21], [22], it is not shown that there is a significant relationship between factors that hinder effective communication and perceived effectiveness of crisis management. Means for evaluation of factors that hinder effective communication were high, ranging from M = 3.58 for "Lack of requirements" to M = 4.24 for "Contrariety in competencies of crisis," which accounts for the lack of significant difference across factors that hinder communication.…”

Boundary Spanning Elements and the Marketing Function in Organizations

“…Internal communications can enhance employee job attitudes and job performance (Johansen et al 2012;Goris et al 2000). Internal communication has been found to influence organizational commitment positively (Carrière and Bourque 2009;Johlke et al 2000;Ng et al2006).…”

Perceived Organizational Crisis Preparedness of Corporations in Stock Exchange of Thailand 100 (SET 100 Index)

“…The variables appeared on conceptual framework were created based on the literature review, as shown in Table 1. Independent variables were developed based on the works of Chong and Nyaw (2002) ;Fowler, Kling, and Larson (2007); and Johansen, Aggerholm, and Frandsen (2012 Perceived organizational crisis preparedness was determined as dependent variable in this study. Perceived organizational crisis preparedness was described the understanding, confidence, and familiarity of organization's preparation based on employees' perceptions.…”

“…Ability to deal with crises depends on the company's readiness and preparation when confronting with crises. Though various studies have attempted to examine the promptness of crisis management in different settings (Chong & Nyaw, 2002;Ocal, Oral, & Erdis, 2006;Fowler, Kling, & Larson, 2007;Najafbagy, 2011;Johansen, Aggerholm, & Frandsen, 2012), there is still a few research focusing on preevent preparedness, which is necessary to measure the crisis management process and results (Promsri, 2014). In particular, a study of organizational crisis preparedness in Thailand is limited, and needs to be explored especially companies listed in Stock Exchange of Thailand 100 index (SET 100).…”

“…To ensure that companies listed in SET 100 index have sufficient capabilities to deal with unusual circumstance, organizational crisis preparedness is needed to be measured. Moreover, the previous research indicated that demographic and organizational factors including respondent's gender, respondent's position in organization, number of employees, respondent's employment state, level of education, work experience (years), type of industry, and education in crisis management had influenced on companies' crisis preparation and management (Chong & Nyaw, 2002;Fowler, Kling, & Larson, 2007;Johansen, Aggerholm, & Frandsen, 2012). Therefore, this study aims to examine perceived organizational crisis preparedness of corporations listed in SET 100, and to compare the differences on organizational characteristics among these companies.…”