Handling Corporate Crises Based on the Correct Analysis of Its Causes

Dubrovski, Drago

doi:10.4236/jfrm.2016.54024

Cited by 10 publications

(4 citation statements)

References 15 publications

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“…Zbigniew Ciekanowski,Julia Nowicka,Sławomir Żurawski,Artur Czech,Małgorzata Zdunek 343 crisis and warn against unfavourable events (Dubrovski, 2016). The following situations are symptoms of an impending crisis:…”

Section: Conflict Competition Negative Aspectsmentioning

confidence: 99%

Crisis Management and Crisis Situation in the Organization

Ciekanowski,

Nowicka,

Zurawski

et al. 2023

ERSJ

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Purpose:The aim of the article is to present the problems of crisis management and crisis situation in an organisation, taking into consideration that crisis is an integral part of the functioning of any organisation. Design/Methodology/Approach: Realisation of the goal indicated will help find an answer to the research problem: How does the occurrence of a crisis affect the functioning of an organisation, particularly in a time of chaos and uncertainty? Qualitative methods were applied to obtain an answer to the research question posed. The research made use of the latest report containing statistics concerning crisis and resilience of organisations, an analysis was also conducted based on both domestic and foreign scientific articles from recent years. Findings: The authors formulated the following conclusions: Crisis is inevitable, but its effects can be mitigated. Organisations which are prepared for a crisis have a greater chance of successfully overcoming it. Crisis management is a complex process requiring the commitment of the entire team. Organisations should conduct regular reviews of their crisis plans to ensure that they have not become outdated and their effectiveness has not decreased. Organisations should also carry out crisis training to test their plans and prepare employees for the event of a crisis. Practical implications: Crises may have various intensities and effects. Some may be short lasting and have no significant impact on the working of the organisation. Others may be long-term and lead to serious losses, or even the collapse of a company. In order to minimise the risk of a crisis, organisations should apply the appropriate crisis management strategies. which indicates the necessity to take these into account in the organisation's practices, in plans and action strategies, stressing the creation of various scenarios for future development. Originality/Value: An analysis of the materials gathered proves that crises may become a catalyst for change with regard to generating new solutions in the field of coping with crisis

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Section: Conflict Competition Negative Aspectsmentioning

confidence: 99%

Crisis Management and Crisis Situation in the Organization

Ciekanowski,

Nowicka,

Zurawski

et al. 2023

ERSJ

View full text Add to dashboard Cite

show abstract

“…We examine the type of crisis as either internally caused (aka intentional; related in some way to the firm) or externally caused (aka unintentional; no connection to the firm). Dubrovski (2016) states that "external causes of crises are usually those that formed in the company environment and on which the company did not have much influence. This is why they are often called objective and exogenous causes" (p. 268).…”

Section: Introductionmentioning

confidence: 99%

“…Pauchant and Mitroff (1992) define a crisis as a “disruption that physically affects a system as a whole and threatens its basic assumptions, its sense of self, its existential core” (p.15). Dubrovski (2016) further defines a crisis as “a short-term undesired, [unfavorable] and critical situation in a company (organization), directly endangering the existence and further development of the organization and is caused by an intertwined and simultaneous action of both external and internal sources” (p. 266).…”

Section: Introductionmentioning

confidence: 99%

“…Examples of externally caused crises include natural disasters and the current COVID-19 pandemic. Dubrovski (2016) continues to note that “internal causes are those that formed within the company, which is why they are also known as subjective and endogenous causes”(p. 268). Workplace violence, poor risk management and financial decision-making and unethical leadership are internally caused crises.…”

Section: Introductionmentioning

confidence: 99%

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Strategic crisis response: managerial implications and direction for recovery and survival

Thakur

Hale

2022

JBIM

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Purpose The purpose of this paper is to provide managers with insights to help survive a crisis, create advantage during slow-growth recoveries and thrive when the crisis is over. Given the environment at the time of this paper, this paper focuses on widespread crises, such as a public health crisis like COVID-19. Design/methodology/approach The authors offer a conceptual framework, grounded in the attribution theory and situation crisis communication theory (SCCT), for managers to use when determining which crisis response strategy is most appropriate to use during a crisis. Propositions based on this framework are provided. This paper focuses on widespread crises, such as a public health crisis, particularly on the COVID-19 pandemic. Based on the framework proposed for organizational crisis response strategy and recovery, several insights for managers across a variety of industries emerge. Consideration of the best strategic approach to a crisis is essential, and time is critical. This framework provides a starting point for creating a proper response strategy when a crisis arises that is not within the organization’s crisis management planning. Managerial implications for several industries, such as restaurant, hotel, airline, education, retail, medical and other professional services, and theoretical implications to further the advancement of understanding are provided. Findings The findings of this paper demonstrate that organizations that apply an accommodative strategy during unintentional crises will survive, while during intentional crises, they will thrive in the marketplace. Similarly, organizations that apply an offensive strategy during unintentional crises will thrive, while during intentional crises, they will survive in the marketplace. Practical implications This paper provides a framework highlighting strategies that best protect an organization during both internally and externally caused crises. The response strategy and crisis framework are based on the attribution theory and SCCT. Building on this framework, six propositions are postulated. In keeping with this strategy and crisis framework, this study provides several crisis response insights for managers across a variety of industries. These suggestions act as a guide for managers when assessing how to respond in the early days of a crisis and what to do to recover from it. Originality/value This paper provides a crisis-strategy matrix, grounded in the attribution theory and SCCT, to provide decision-making guidance to help managers survive a crisis, create advantage during slow-growth recoveries and thrive when the crisis is over. The authors provide multiple industry insights related to the “how to” and the “what to” in the recovery from and survival through internally and externally caused crises.

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An Exploratory Study to Understand Nonprofit Organizations’ Crisis Leadership Competencies: A Portuguese Analysis on COVID-19

Esteves

Santos

Lopes

2023

Employ Respons Rights J

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The purpose of this study is to investigate the factors that affect the Nonprofit Organization’s (NPO) competencies and leadership in a crisis situation, specifically in the Portuguese NPOs during COVID-19. Adopting an interdisciplinary perspective, this article integrates crisis management literature with leadership literature. Highlighting the leadership perspective of both intermediate employees (technical director) and top management (executive director), this research aims to advance knowledge on the main organizational leadership competencies that NPOs need to have to better cope with crises. One hundred and seventy-four (174) NPOs representatives voluntarily participated in the study which involved a survey questionnaire based on a five-point Likert scale for 23 items included in the questionnaire. Principal component analysis using varimax rotation was applied to reduce the number of variables. Reliability tests were performed to assess the items included in the questionnaire. Tests included test-retest reliability, Cronbach alpha, and split-half reliability coefficients. Results show that the most important factors that improve the capability of a NPO to cope with a crisis are: respond to all stakeholders through accountability, plan based on identification of vulnerabilities, and build a foundation of trust through communication. Additionally, it is possible to suggest that staff and top management perceive crisis and leadership competencies differently. It is possible to conclude, that these factors can be used as important lines of action to structure the sustainable development and planning of NPOs’ strategies of other similar crisis to come in the future. Findings, the implications of this work, and avenues for future NPOs crisis management and leadership research are addressed.

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Handling Corporate Crises Based on the Correct Analysis of Its Causes

Cited by 10 publications

References 15 publications

Crisis Management and Crisis Situation in the Organization

Crisis Management and Crisis Situation in the Organization

Strategic crisis response: managerial implications and direction for recovery and survival

An Exploratory Study to Understand Nonprofit Organizations’ Crisis Leadership Competencies: A Portuguese Analysis on COVID-19

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