Professionalization of crisis management: A case study of local‐level crisis communicators in Sweden

Deverell, Edward

doi:10.1111/1468-5973.12326

Cited by 15 publications

(17 citation statements)

References 49 publications

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“…Depending on the arenas used, the business leader encounters different types of actors and information. Thus, the understanding of the situation and the activities undertaken cannot be separated from the social context in which they take place (Bogenrieder, 2002 ; Deverell, 2021 ; Lave & Wenger, 1991 ; Lave, 1997 ; Rouleau, 2005 ; Wenger, 1998 ).…”

Section: Crisis Management As Practicementioning

confidence: 99%

“…On the other hand, they contended that reactive crisis management groups may fail to make sense of the crisis, thus limiting the recovery of the organization. As such, team composition, experience among significant individuals and shared images are essential for creating effective crisis groups (Deverell, 2021 ; Spillan & Hough, 2003 ). The ambiguous nature of the role of crisis groups extends to SMEs, where we have limited knowledge of the arenas and actors involved in crisis management (Hong et al, 2012 ).…”

Section: Crisis Management As Practicementioning

confidence: 99%

“…Therefore, knowledge develops because of social interactions (Berger & Luckmann, 1966). Bundy et al (2017) described crises as a behavioural phenomenon, which implies that crises are socially constructed by the involved actors rather than a function of factors in an objective environment (see also , Deverell, 2021). Crisis management is said to involve shaping perceptions/experiences by interacting with stakeholders to prevent, resolve and learn from crises (Jankelová & Mišún, 2021;Kim & Lim, 2020).…”

Section: Crisis Management As Practicementioning

confidence: 99%

See 2 more Smart Citations

Crisis management as practice in small‐ and medium‐sized enterprises during the first period of COVID‐19

Fasth

Elliot

Styhre

2021

Contingencies & Crisis Mgmt

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This article draws attention to the social context and working methods in crisis management. Based on 1000 interviews with business leaders in Swedish small‐ and medium‐sized enterprises (SMEs), we analyze crisis management in practice and ask: What social contexts do business leaders use in crisis management, and what working methods do they rely on? Most companies in this study do not have any form of crisis group; rather, they deal with issues reactively as they occur. Few of the companies work continuously with a crisis plan and only slightly more than half of those that have crisis plans report that it has been helpful in dealing with the COVID‐19 situation. The study concludes that Swedish SMEs seem reliant upon a process that has an emerging nature whereby decisions are largely based on gut feeling. However, the companies in our sample that experienced a significant revenue decline due to the COVID‐19 situation report that they employ a more centralized and deductive approach with reports and documents as a basis for their work. The study contributes to a developed understanding of how crisis management works in practice.

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Section: Crisis Management As Practicementioning

confidence: 99%

Section: Crisis Management As Practicementioning

confidence: 99%

Section: Crisis Management As Practicementioning

confidence: 99%

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Crisis management as practice in small‐ and medium‐sized enterprises during the first period of COVID‐19

Fasth

Elliot

Styhre

2021

Contingencies & Crisis Mgmt

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“…This seems to be the case in the business rescue context because only members of accredited professional bodies (Table 2) are allowed to shoulder business rescue tasks. Deverell (2021) examines the role of a professional perspective in crisis management, given the need for status and improved power dynamics among practitioners.…”

Section: The Conceptual Context Of Professionalismmentioning

confidence: 99%

The business rescue practitioners’ professionalism: are we there yet?

Ayaya¹,

Pretorius²

2021

JBRMR

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Purpose and context: The purpose of the study was to explore the construction of professionalism in a multiple professional bodies (MPB) landscape in South Africa (SA) and demonstrate how this construction can be used to enhance a professional accreditation regime. Professional accreditation has become a pre-requisite for business rescue practitioners (BRPs). The Companies and Intellectual Property Commission (CIPC) licensing is linked to multiple professional bodies’ knowledge and practices but are not generic. This study was guided by one key question: How do PBs providing BRPs construct professionalism, and to what extent can the existing construction of professionalism facilitate the development of a professional accreditation regime? Research design and methods: A qualitative research design used required researchers to use four consecutive steps, namely (a) interviewing member services’ managers at four professional bodies (PBs); (b) systematic content analysis of codes of professional conduct and policy statements to identify constituent professionalism notions; (c) a systematic search of the literature to identify notions of professionalism mentioned in definitions and explanations of the construct; and (d) analysis of notions of professionalism using the constant comparison procedure to reveal critical themes. Results: A total of 90 separate notions of professionalism were identified in the 192 scholarly papers included in our study. The identified themes within business rescue practitioner (BRP) professionalism (emphasising relational aspects) point to practitioner dealings with (i) clients (business rescue candidates); (ii) government and others; (iii) the PB; and (iv) oneself to gain the essence of occupation. There is fragmentation between the constructed conceptualisations of professionalism among PBs, leading to an incoherent and inconsistent expert accreditation regime. Practical implications and value: The results from the indicated exploration steps were used to advance a programmatic framework to construct professionalism in an MPB landscape and set a future research agenda. The results also show that business rescue practitioners’ professionalism cannot be attained in a multi-professional body setting with an integrated professional accreditation framework.

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“…However, one aspect that has been, more or less, ignored in crisis communication research is professions. One exception is a recent article by Deverell (2021) that focuses on the role of communication professionals in crisis communication. In many organizations, there are struggles and tensions between an administrative elite with managers and specialists on the one hand, and coworkers belonging to strong professions on the other hand.…”

Section: Introductionmentioning

confidence: 99%

Rally-around-the-organizational-flag? Internal communication in a professional organization during the Covid-19 pandemic crisis

Falkheimer

Heide

Simonsson

et al. 2022

CCIJ

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PurposeThis study aims, first, to explore and analyze if and how organizational members’ professions or occupations influence perceptions of internal crisis communication. The second, related, aim is to discuss the role of internal communication in creating a strong organizational identity during a prolonged crisis such as the Covid-19 pandemic.Design/methodology/approachThis study is mainly conceptual but uses quantitative data from a survey conducted in a health-care organization in late 2020 to illustrate the theoretical reasoning.FindingsThe results show that the administrative groups perceive factors in the internal crisis communication more favorably than the professional groups. The study suggests that organizational members perceive internal crisis communication differently depending on which intra-organizational group they belong to. This further points to the absence of a “rally-around-the-flag” effect and highlights the importance of working proactively with professionals and in internal crisis communication.Originality/valueThis study highlights the role of professionals in crisis communication, which is an aspect that so far has been ignored. The internal professionalization processes and an intriguing power struggle between professions have obvious consequences for crisis communication. As shown in the overview of earlier research on internal communication, leadership and professional organizations, the prerequisites for creating an increased organizational unity among coworkers are challenging. The idea that a crisis may, as in certain political situations in society, create a “rally-around-the-flag” effect is still relevant, even if the case study is an example of how this did not happen.

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Professionalization of crisis management: A case study of local‐level crisis communicators in Sweden

Cited by 15 publications

References 49 publications

Crisis management as practice in small‐ and medium‐sized enterprises during the first period of COVID‐19

Crisis management as practice in small‐ and medium‐sized enterprises during the first period of COVID‐19

The business rescue practitioners’ professionalism: are we there yet?

Rally-around-the-organizational-flag? Internal communication in a professional organization during the Covid-19 pandemic crisis

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