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Crisis Management in International Business: Keys to Effective Decision Making
Leadership & Organization Development Journal
Abstract
Firms involved in international business are affected by many crisis and
crisis-like events not generally associated with normal operations.
Crisis management provides a business firm with a systematic, orderly
response to crisis situations. Many crises can be prevented – or at
least coped with more effectively – through early detection. The real
challenge is not just to recognize crises, but to recognize them in a
timely fashion and with a will to address the issues they represent. A
crisis in an international business firm can consist of as many as four
different and distinct phases: prodromal crisis stage, acute crisis
stage, chronic crisis stage and crisis resolution stage. Recognizing
these phases, and dealing with them effectively, gives the business
manager an important edge in addressing issues of importance to the
organization.
... Bireyleri zaman baskısı ve belirsiz koşullar altında acil müdahaleye ve karar vermeye yöneltmektedir (Boin, Kofman-Bos ve Overdijk, 2004;James, 2013). Her kriz farklı yapıya sahiptir, birbirlerine benzemezler (Darling, 1994). Krizler sadece meydana geldikleri alanı değil, farklı alanları da etkileme kapasitesine sahip olaylardır (Lagadec, 2007 (Darling, 1994;Devlin, 2007;Kash ve Darling, 1998). ...
... Her kriz farklı yapıya sahiptir, birbirlerine benzemezler (Darling, 1994). Krizler sadece meydana geldikleri alanı değil, farklı alanları da etkileme kapasitesine sahip olaylardır (Lagadec, 2007 (Darling, 1994;Devlin, 2007;Kash ve Darling, 1998). ...
... Kriz yönetimi olağanın dışında bir üst yönetim biçimidir. Bu nedenle stratejik yönetimin içerisinde ele alınmaktadır (Darling, 1994;Regester ve Larkin, 2005). ...
Businesses operating in the retail industry must have the main warehouse to store their products and deliver them to their stores on time. The main warehouse should be located in a convenient location relative to the stores it will distribute to. Choosing a suitable warehouse location for companies is a decision making problem. In the conditions of increasing competition, companies need to make the right decisions in order to continue their activities.
Today, companies have more than one alternative and more than one criterion when making decisions. In this study, a retail company serving every region of Turkey aims to choose the warehouse in the most suitable location for it. There are more than one alternative and more than one criterion in choosing the most suitable warehouse location. In this case, the company needs a mathematical model to choose the most suitable alternative. In cases where there are more than one alternative and more than one criterion, one of the multi-criteria decision-making techniques can be used.
In this research, 9 criteria and 6 alternatives were determined and the TOPSIS method, which is one of the multi-criteria decision-making techniques, was used. The criteria determined in the selection of the most suitable warehouse location; warehouse maintenance cost, monthly rental amount, stock holding capacity, proximity to market, availability of skilled workers, the average distance to the main supplier, infrastructure, movement flexibility and security in the area. Not all criteria have the same degree of importance. Alternatives determined in the selection of the most suitable warehouse location; Erzincan, Ordu, Kirikkale, Sakarya, Istanbul and Antalya. The operation steps of the TOPSIS method, which is one of the multi-criteria decision-making techniques used in this research, are formulated on Excel. In multi-criteria decision-making problems, it has been shown that the process steps can be easily applied in Excel and can give accurate and fast results.
When the ranking of the research among the alternatives is examined, it has been proven that the most suitable warehouse location selection is Sakarya. In this way, in problems with more than one alternative and more than one criterion, it is possible to choose the most suitable alternative with the help of a mathematical model. The aim of this study is to show how to determine the most suitable alternative and how it can be formulated on Excel in cases where there are more than one alternative and more than one criterion.
... Bireyleri zaman baskısı ve belirsiz koşullar altında acil müdahaleye ve karar vermeye yöneltmektedir (Boin, Kofman-Bos ve Overdijk, 2004;James, 2013). Her kriz farklı yapıya sahiptir, birbirlerine benzemezler (Darling, 1994). Krizler sadece meydana geldikleri alanı değil, farklı alanları da etkileme kapasitesine sahip olaylardır (Lagadec, 2007). ...
... Son olarak kriz sonrası evrede iyileştirme çalışmaları başlar. Krizden gerekli dersler çıkarılır ve bunlar fırsata dönüştürülmeye çalışılır (Darling, 1994;Devlin, 2007;Kash ve Darling, 1998). ...
... Kriz yönetimi olağanın dışında bir üst yönetim biçimidir. Bu nedenle stratejik yönetimin içerisinde ele alınmaktadır (Darling, 1994;Regester ve Larkin, 2005). ...
The 21st century began as an age of crises. September 11, 2008 global economic crisis and most importantly the COVID-19 pandemic we are in are the leading ones. Big or small, crises are part of our lives and need to be managed. The COVID-19 pandemic has taught important lessons in this regard. Global and national-scale crises are devastating in terms of their results and effects, creating turning points in the lives of individuals and societies. The most important task in the management of crises naturally falls on public administrations. The establishment of crisis management systems on a national scale and their effective and
efficient operation are the main imperatives in order to get out of the crisis with the least
damage. Crisis management approaches and systems of countries are shaped by many
different variables such as culture, management tradition, economic and technological
structure. Therefore, each country has different crisis management systems. However, the primary purpose of all crisis management systems is to prevent the crisis before it occurs, and if this is not possible, to get out of the crisis with the least damage. At the center of an effective crisis management system is the concept of "vulnerability". Vulnerability is accepted as a criterion that shows sensitivity and resilience to possible crisis situations. In other words, the degree of being affected by and reacting to the crisis constitutes the state of vulnerability. Vulnerability determines the capacity of crisis management systems to deal with the crisis. Vulnerability is a situation that should be taken into account and calculated for all kinds of crisis situations such as individual, social, political, economic, natural, etc. and all levels of crisis such as national, global, etc. Because crises affect different areas besides the area in which they occur. In addition, it has long-term negative consequences, especially economic ones. In the context of crises, the responsibility of public administrations covers the whole country and all kinds of crisis situations. Therefore, the concept of vulnerability is vital for public crisis management systems. It is necessary for public administrations to exhibit a holistic understanding of crisis management that is vulnerability-centered and takes into account all kinds of crisis situations, and to shape their crisis management systems accordingly.
... Bireyleri zaman baskısı ve belirsiz koşullar altında acil müdahaleye ve karar vermeye yöneltmektedir (Boin, Kofman-Bos ve Overdijk, 2004;James, 2013). Her kriz farklı yapıya sahiptir, birbirlerine benzemezler (Darling, 1994). Krizler sadece meydana geldikleri alanı değil, farklı alanları da etkileme kapasitesine sahip olaylardır (Lagadec, 2007 (Darling, 1994;Devlin, 2007;Kash ve Darling, 1998). ...
... Her kriz farklı yapıya sahiptir, birbirlerine benzemezler (Darling, 1994). Krizler sadece meydana geldikleri alanı değil, farklı alanları da etkileme kapasitesine sahip olaylardır (Lagadec, 2007 (Darling, 1994;Devlin, 2007;Kash ve Darling, 1998). ...
... Kriz yönetimi olağanın dışında bir üst yönetim biçimidir. Bu nedenle stratejik yönetimin içerisinde ele alınmaktadır (Darling, 1994;Regester ve Larkin, 2005). ...
Dijital oyun temelli yabancı dil öğrenimi son yıllarda yaygınlaşan bir konu olarak karşımıza çıkmaktadır. Son dönemlerde teknolojinin gelişmesi ile birlikte oyun sektörü de ciddi anlamda gelişme kaydetmiştir. Bu durum sonucunda insanların dijital oyunlara olan ilgisi giderek artmıştır. Bu oyunların eğitim alanında kullanılması ise son yıllarda literatürde giderek artan bir konu hâline gelmiştir. Özellikle yabancı dil eğitiminde farklı beceri alanlarının kullanılmasına yönelik yapılan bu çalışmalarda öncelik kelime bilgisi olmuştur. Ancak teknoloji ve oyun sektörünün hızla gelişmesiyle birlikte bu durum dil becerilerinin farklı alanlarda çalışma yapılması ihtiyacını doğurabilmektedir. Dijital oyun temelli yabancı dil öğrenimi son yıllarda yaygınlaşan bir konu olarak karşımıza çıkmaktadır. Bu çalışma, küresel olarak çeşitli eğitimsel ve eğitim dışı bağlamlarda gerçekleştirilen dijital oyun tabanlı yabancı dil öğrenme beceri alanları üzerine kapsamlı bir analiz çalışmasını amaçlamaktadır. Literatür taraması 2010-2021 yılları arasında yapılmış güncel çalışmaları kapsamaktadır. Çalışma tarama modelinde olup içerik analizi tekniği ile analiz edilmiştir. Araştırma kapsamında 145 akademik çalışma incelenmiş, 57 çalışma konu ile ilgili olmayanlar hariç tutularak belirlenen kriterlere göre kategorize edilmiştir. Veriler, IBM SPSS 26.0 kullanılarak frekans– yüzde olarak hesaplanmıştır. Araştırmanın güvenirliğini sağlamak için kodlama güvenirliği hesaplanmış ve %91 olarak bulunmuştur. Araştırma sonuçlarına göre son yıllarda dijital oyun temelli yabancı dil öğretimi ile ilgili çalışmaların sıklığının arttığı gözlemlenmiş ve bu çalışmaların çoğunun kelime hazinesine odaklandığı tespit edilmiştir. Bu çalışma sonucunda dijital oyun temelli yabancı dil eğitimi ile ilgili gelecekte yapılacak çalışmalarda kelime dağarcığının yanı sıra okuma, yazma ve dinleme becerileri alanlarında da çalışmaların yapılması önerilmektedir. Dijital oyun temelli yabancı dil eğitiminde beceri alanlarını inceleyen bu çalışmanın literatüre katkı sağlayacağı düşünülmektedir.
... We consider a crisis to be a sudden, unpredictable, and chaotic event that causes a rapid disruption in the functioning of a system or organization (Shaluf et al. 2003) and comprises a collective sense of uncertainty, threat, and urgency around a problem (Brinks and Ibert 2020). The nature of the crisis and its local and international importance will have various effects, but a crisis always involves the need for crucial decisions to be made in a short time (Darling 1994;Shaluf et al. 2003;Brinks and Ibert 2020). While the prevailing view is that a crisis is a negative situation, Shaluf et al. (2003) point out that "the notion of a positive outcome from a crisis situation is emerging from literature". ...
... While the prevailing view is that a crisis is a negative situation, Shaluf et al. (2003) point out that "the notion of a positive outcome from a crisis situation is emerging from literature". Therefore, we consider a crisis to be an unstable situation from which can emerge either highly undesirable or highly desirable and positive outcomes, as illustrated by the Chinese symbol for crisis, weiji-a combination of the words "danger" and "opportunity" (Darling 1994). The panic, shock, danger, and chaos that crises provoke cause systems to move from one phase of the continuum to another, not linearly, but rather recursively (ALNAP 2010). ...
... As noted earlier, crises imply danger but also opportunity (Darling 1994); the term crisis in itself suggests that there is time to prevent disaster (Boin and T' Hart 2007). Crises are associated with openness toward the future and the need for radical decision-making (Kornberger et al. 2019). ...
Education is going through a period of crisis related to the SARS-CoV-2 pandemic that most probably will follow a continuum organized into distinct phases: emergency, recovery, reconstruction, development, and institutionalization. This article analyzes the response of curriculum to an unpredictable, chaotic, and recursive crisis situation. The article also highlights the role of important, but often forgotten, actors in a formal education system—parents—and examines the stresses the pandemic has placed on them. Finally, in the light of the continuum of the educational crisis and the impacts of Covid-19 on certain curricular dimensions, the article concludes with reflections on the need to rethink curricula, even in education systems that considered themselves robust in their institutionalization.
... To demonstrate the advantage of considering the sentiment connectedness between firms, we compare the sensitivity of firms' individual sentiment and the sentiment connectedness to crash risk under different market conditions. Considering that spillover is more likely to occur when sentiment becomes extreme [40,41], we divide the whole sample into periods of heightened and diminished investor sentiment based on the median of the firm's investor sentiment. Our result shows that both the firm's sentiment and the sentiment connectedness are significantly and positively related to crash risk across the full sample, indicating that sentiment and the connectedness may increase the firm's crash risk. ...
... We compare the impact of sentiment and its connectedness on crash risk in this part. Different from firms' individual sentiment, connectedness focuses on the interdependence and co-movement among individual sentiments, which are more likely to happen during extreme conditions [40,41]. Therefore, we consider the influence of sentiment and its connectedness when sentiment is surging or declining. ...
Using a sample of S&P 500 stocks, this paper examines the investor sentiment spillover network between firms and assesses how the sentiment connectedness in the network impacts stock price crash risk. We demonstrate that firms with higher sentiment connectedness are more likely to crash as they spread more irrational sentiment signals and are more sensitive to investor behaviors. Notably, we find that the effect of investor sentiment on crash risk mainly stems from sentiment connectedness among firms rather than firms’ individual sentiment, especially when market sentiment is surging or declining. These findings remain robust after controlling for other determinants of crash risk, including stock price synchronicity, accounting conservatism, and internal corporate governance strength. Our results underscore the importance of sentiment connectedness among firms and provide valuable insights for risk management among investors and regulatory authorities involved in monitoring risk.
... The concept of crisis holds significant importance in the contemporary day [1]Crises have the potential to occur unpredictably and, in many locations [2] An illustration of a crisis is the global financial crisis that transpired during the years 2008-2009 [3]. ...
... Many crises can be prevented or at least overcome more effectively through early identification [2]. Therefore, understanding the characteristics of the COVID-19 pandemic will help the restaurant business to survive by doing various ways [15] such as involving planning and coordinating actions, and providing information and plans needed by decision makers to deal with crisis situations [16]. ...
This study aims to investigate the optimal micro-level decision-making priorities as perceived by business actors or restaurant managers in relation to the COVID-19 pandemic. The Importance Performance Analysis (IPA) analysis method is employed to assess these priorities at three distinct stages: the initial phase, the ongoing phase, and the post-pandemic phase. The COVID-19 pandemic triggered a substantial shift in crisis management practises, both during and in the aftermath of the crisis. The most significant enhancements were observed in the realm of collaboration with fellow merchants, promotion of novel services, and use of outsourced or freelance personnel. In the context of the pandemic, certain attributes have demonstrated persistent significance and utilisation across all stages. These attributes include the provision of discounts, advertising across diverse media channels, introduction of new menus, supply of masks for employees, availability of disinfectants in restaurant premises, and the dissemination of COVID-19 prevention information to both employees and visitors. Keywords: COVID-19, crisis management practices, Importance Performance Anaysis (IPA), restaurant
... It is worth noting that the pandemic did not pass the prodromal crisis stage but went straight to the acute crisis stage. Smith and Riley (2012) proposed a school leadership development framework in times of crisis and Darling (1994), a crisis development framework. When comparing them, one notices that there is both convergence and complementarity. ...
... In the acute stage, when the pandemic developed, what was required from the school leadership was vigilance in decision making as well as creativity and flexibility in the implementation of decisions. Although the perspectives of the researchers (Darling, 1994;Smith and Riley, 2012) differ, since the focus of their research is different, we understand that there is a convergence in that, in times of crisis, a school's leadership is called to strengthen its care for the school community (Gardner-McTaggart, 2022;Mutch, 2020aMutch, , 2020bO'Connor and Takahashi, 2014), where "care" refers to the support and mental well-being of all members of the school. According to Van Lancker and Parolin (2020) and Miller (2018, Cultures of educational leadership, chapter 1), the greatest challenge of a school's leadership is to secure a safe environment and offer support for the entire school community, especially the student population. ...
Purpose: The purpose of this paper is to explore the proficiency of leadership practices in dealing with refugee students’ cultural needs during the COVID-19 pandemic. Design/methodology/approach: Semi-structured interviews were employed to elucidate data from teachers, counselors, and leaders in a U.S. Midwestern suburban community that had recorded a significant increase in the number of refugee students. Findings: The findings identified that suburban districts do not usually have the cultural experience or training on how to best serve their refugee students. Indeed, prior to the pandemic, most participants were culturally blind or pre-competent. However, the pandemic afforded participants an opportunity to learn about their refugee students’ cultures. The evidence of the current research suggests that cultural proficiency should constitute an integral part of leadership’s crisis management plans. Originality: The emotions that develop in a teacher’s working environment at a time of crisis, as well as their levels of emotional engagement, are two important factors that affect a school’s functioning. As such, this work recognizes the need to exercise empathy when addressing vulnerable students’ needs. Furthermore, this work recognizes that a school leader exhibiting awareness and empathy will help the teachers of that school to improve their effectiveness in exercising empathy.
... 2. Literature context 2.1 Pandemica crisis for small retailers A crisis is a feeling of shock or danger that can create fear or panic (Darling, 1994). It involves unexpected and unforeseen events resulting in physical damage and loss of control, needing recovery measures to restore normalcy (Howard, 1993), and situations in which members within the social system fail to receive necessities from the latter for their livelihood (Barton, 1970). ...
... As well as giving explanations of the heterogeneity of retailers' responses, the present study contributes to the crisis management literature. The crisis management model has been used in tourism (Ritchie, 2004;Faulkner, 2001;Faulkner and Vikulov, 2003), flood management (Roberts, 1994) and international business (Darling, 1994), but this is, to the best of our knowledge, the first time it has been applied in the context of small retail. ...
Purpose
This study aims to understand the impact of the Covid-19 pandemic on small retailers, and their response to it, using the crisis management model. The research documents the impact and responses and attempts to identify the factors contributing to and hindering retailers’ attempts to achieve resilience.
Design/methodology/approach
Semi-structured interviews were used to collect qualitative data from small retailers. The interview transcripts were analysed using MAXQDA 2020 Analytics Pro data analysis software. The heterogeneity in responses to the challenges posed by the pandemic is explained using self-determination theory and diffusion of innovation theory.
Findings
One of the most significant impacts of the crisis was the disruption in the regular supply chain network on which the studied retailers relied for their traditional buying. The retailers increased customer services such as free home delivery and enhanced the use of technology in their shops. However, and worryingly, although the retailers faced two waves of the pandemic, the urge to plan and prepare was missing. The overall crisis can, therefore, be seen as an opportunity for small retailers to improve their responses when facing similar situations.
Social implications
Small retailers are part of the social fabric in many emerging economies and function as a source of employment. They have been facing challenges from organised retail and e-commerce. The Covid-19 crisis pushed them to respond, and the authors hope that they will take some cues from this disruption and become more efficient and competitive in the future.
Originality/value
To the best of the authors’ knowledge, this is among the first studies to map the impact of the crisis on small retailers and their response to it, drawing implications for retailers and companies and analysing the efforts made by small retailers to achieve resilience.
... Several studies have found that crises may have positive as well as negative consequences (Darling, 1994;Burnett, 1998;Veil, 2011;Iftikhar and M€ uller, 2019), although the negative impact is still predominant in contemporary literature on the crisis (Carone and Lorio, 2013). In that respect, crises can present critical challenges to organizational performance, both externally and internally, and there is no guarantee that high-performing organizations will continue to perform well in times of crisis (Lin et al., 2006;H€ allgren and Wilson, 2008). ...
... The result revealed that crisis could have positive and negative impacts on performance, which is consistent with prior research (e.g. Darling, 1994;Burnett, 1998;Veil, 2011;Iftikhar and M€ uller, 2019) on the different effects that crises can have on performance. Yet, perhaps the most interesting and surprising result concerns the effects that internal technical crises have on performance: signifying a negative effect on project performance and no effect on stakeholder performance. ...
Purpose-The purpose of this paper is to focus on the identification of different types of crises, their impact on project-based organizations' (PBOs) performance and exploring PBOs' capabilities to influence the effects of those crises.
Design/methodology/approach-This study presents results from a large-scale survey (n 5 283) comprising PBOs in the information technology, telecom and construction industries. The data analysis relies on structural equation modeling.
Findings-The study indicates that internal (as well as external) crises are negatively (as well as positively) associated with performance, which demonstrates the different effects that different kinds of crises have on performance. Furthermore, project-based organizational capabilities moderate the crisis-performance relation. In particular, the study demonstrates the contrasting effects that capabilities have on the management of crises indicating that some capabilities might worsen the effects of crises.
Originality/value-This paper contributes to dynamic capability and project management literature by identifying different types of crises that could impact short-and long-term performance and explore a set of capabilities required by PBOs to manage crises.
... Plan geli tirme, insanlarÕ korumaya, ileti ime ve tesislere verilen zararÕ azaltmaya odaklanmalÕdÕr; plan geli tirildikten sonra tüm katÕlÕmcÕlar bilgilendirilmeli ve plan düzenli olarak gözden geçirilmelidir (Kash ve Darling, 1998: 185). Darling'e göre i letmelerde kriz yönetimi sistematik bir yakla Õmla yapÕlmalÕdÕr; bu yakla Õm ise krizle ilgili sorunlarÕ belirlemek, incelemek, tahmin etmek ve i letmenin krizi önlemesini sa layacak özel yöntemleri ortaya koymayÕ gerektirmektedir (Darling, 1994). Kriz planÕnÕn uygulama a amasÕ karma Õk olabilece i için uygulamada esneklik ve sürekli izleme gereklidir ve bunun için i letmeler ve yöneticilerin; "uygun stratejilerin de erlendirilmesi, seçimi ve uygulanmasÕ; etkili bir kriz ileti imi ve kontrol stratejisinin uygulanmasÕ; krizlerle etkili bir ekilde ba a çÕkmak için kaynaklarÕn kontrol edilmesi veya yeniden tahsis edilmesi; ilgili sektörlerdeki payda larÕn belirlenmesi ve i birli i içinde çalÕ ÕlmasÕ; stratejilerin etkilili inin ve çe itli payda larÕn stratejilere tepkisinin de erlendirilmesi ve düzenli toplantÕlar yapÕlmasÕ" adÕmlarÕnÕ takip etmeleri gerekmektedir (Ritchie, 2004: 675). ...
Küresel ekonomik büyümenin itici gücü ve dünyanın en dinamik endüstrilerinden birisi olarak turizm, yarattığı istihdam ve iş hacmi bakımından dünyanın en önemli endüstrilerinden birisidir. Uluslararası ticaretin önemli aktörlerinden biri haline gelmesi ile birlikte turizm sadece gelişmekte olan ülkeler için değil gelişmiş ülkeler için de önemli gelir kaynaklarından biri konumuna gelmiştir. Ayrıca, ekonomik kriz ve salgın hastalıklar haricinde, öngörülen büyümesi ve istihdam yaratma becerisi, yoksulluğu azaltma potansiyeli, bölgesel entegrasyonu artırma ve tüm dünyadaki insanları ortak bir noktada bir araya getirme yeteneği göz önüne alındığında; turizm tüm ülkeler için çok sayıda fırsat sunan anahtar bir endüstridir.
Turizm endüstrisinin küresel ölçekte geçmişte çok çeşitli krizler ile karşılaştığı bilinmekle birlikte Covid-19 salgını, turizm endüstrisini daha önce eşi benzeri görülmemiş bir şekilde etkilemiştir. Virüsün yayılmasındaki olumsuz etkisi bir yana salgını kontrol altına almak için getirilen tedbirler, dünya çapında turizm faaliyetlerinin neredeyse tamamen durmasına yol açtığı için, turizm hem salgından en çok ve en önce etkilenen endüstrilerden birisiyken hem de iyileşmenin en son olacağı endüstrilerden birisi olacaktır. Bu nedenle Covid-19 salgını döneminde ülkelerin kriz yönetim stratejilerinin değerlendirilmesi önemlidir. Bu bağlamda çalışmanın temel amacına bağlı olarak en çok turist çeken ülkelerin Covid-19 salgını sürecinde kriz yönetimi için nasıl bir ortam yarattıkları ve kriz süreçlerinde turizme yönelik uygulamaların pratikleri incelenmiştir.
Bu çalışmanın hayata geçmesine 1001-Bilimsel ve Teknolojik Araştırma Projelerini Destekleme Programı kapsamında “COVID-19 ve Toplum: Salgının Sosyal, Beşeri ve Ekonomik Etkileri, Sorunlar ve Çözümler” çağrısı çerçevesinde SOBAG 120K531 nolu proje ile imkân tanıyan Türkiye Bilimsel ve Teknolojik Araştırma Kurumu’na (TÜBİTAK) destekleri için teşekkür ederiz.
... Bir başka tanımlamada uluslararası işletmelerde bir krizi tanımlayan şeyin bir dizi değişkene bağlı olan panik, korku, tehlike veya şok hissi olarak tanımlamıştır. Bunlar olayın niteliği, konunun yabancı ve yerel hükümetler için önemi, diğer işletmeler ve endüstriler üzerindeki etkisi gibi durumlar olarak değerlendirilmiştir (Darling, 1994). Farklı bir tanımda ise kriz "iyiye veya kötüye doğru dönüm noktası", "karar anları" veya "kritik zaman", yani kritik bir faza ulaşmış bir durum olarak tanımlanmıştır (Davies ve Walters, 1998). ...
... This is a question that managers of organizations should deal with internally. Crisis situations are at the same time an opportunity for the stakeholders of each organization to assess the capabilities of the managers of the organizations themselves (Darling 1994). Some theoreticians and experts in public relations (Fink 2002) equate crisis management with crisis planning and point out that crisis management is the art of removing risk and uncertainty with the aim of achieving a higher degree of control over one's own destiny. ...
The paper explores the key role of crisis communication in addressing the growing number of crisis situations in healthcare. It examines and analyze different forms of crises in healthcare, encompassing financial and ethical dimensions, emphasizing that the effective management of crisis communication is integral to overall crisis management and thus, helps preserve the reputation of the organization and sometimes ensures its survival, threatened by crises. The significance of preparedness and the timely identification of potential crises emphasizes the crucial responsibilities of communicators, particularly in the contemporary era marked by swift and efficient modern communication techniques and tools. The text highlights the imperative requirement for two-way symmetrical communication with the media and all stakeholders before and during a crisis. The conclusion is that successful crisis management depends on crisis planning, simulations, and comprehensive training across all crisis management processes, inclusively and with a specific emphasis on crisis communication.
... Darling, John. 1994. Crisis Management in International Business: Keys to Effective Decision Making.Leadership & Organization Development Journal, Vol. 15 No. 8, 1994, pp. 3-8 © MCB University Press Limited, 0143-7739. Hal. (4) ...
Changes in the teaching and learning system that were initially implemented face-to-face at each institution were implemented at home. The learning from home policy requires creativity and learning innovation by teachers so that children are able to learn meaningfully at home. Learning in elementary schools which according to cognitive theory, children are still at a concrete operational stage requires a real learning process that is carried out at home in accordance with the context of the child in the surrounding environment. Policies in the learning process at SD Islam Al Azhar 38 Bantul were formulated jointly. SD Islam Al Azhar 38 Bantul during the Covid-19 pandemic by going through three stages, namely 1) pre Crisis, 2) Response to the Crisis, 3) post Crisis. This study uses a qualitative method with a type of case study. The research results showed that the pre-crisis stage was carried out by implementing the Covid-19 Prevention Literacy policy. The stages of response to the crisis are carried out by (a) online, (b) offline, and (c) Blanded learning. In the post-crisis stage, the principal conducts an evaluation and controls the various effects of the crisis to prevent future crises. Crisis management is prepared so that schools can be more responsive in dealing with crises in reducing their impact so that the learning process and activities can continue to run effectively.
... Organizing the operating structure and making policies of state-owned enterprises often aims at goals such as improving labor productivity, streamlining production processes, minimizing costs, and using the most efficiently available resources in times of economic shocks. The reorganization involves reviewing and redesigning the production and business processes, and the methods of organizing operations of stateowned enterprises in order to achieve improvements in quality, productivity, efficiency, and customer satisfaction [20]. ...
... Several studies have found that crises may have positive as well as negative consequences (Darling, 1994;Veil, 2011). In that respect, crises can present critical challenges to organizations, both externally and internally, and there is no guarantee that high-performing organizations will continue to perform well in times of crisis (Lin et al., 2006;H€ allgren and Wilson, 2008). ...
Purpose-The purpose of this paper is to study the crisis management process for project-based organizations (PBOs) by developing a comprehensive model and propositions.
Design/methodology/approach-This paper is based on a conceptual study. A literature review is considered a primary source for studying contemporary research, including 171 publications in total, which embody qualitative, quantitative, conceptual and theoretical studies. For data analysis, content analysis is used, which is comprised of descriptive and thematic analysis.
Findings-This study identifies five imperative elements of crisis management for PBOs which include (1) sense-making (information gathering and crisis interpretation), (2) decision-making (accurate and timely decision), (3) response (reactive response), (4) outcome (success/failure) and (5) learning. Based on these findings, this study proposes an integrative model of the interplay between sense-making, decision-making, response, outcome and learning. Furthermore, the findings lead to propositions for each of the elements. The paper contributes to the literature on dynamic capability theory.
Originality/value-This paper explores the crisis management process for PBOs. The proposed model deepens the understanding of the practices and processes of project-based crisis management.
... Herman has defined natural disaster as a crisis having three dimensions of serious threat, limited time for decision making and response, and surprise element (Herman, 1972). Crisis in international business is shown to be dependent to some factors such as event characteristics, importance of the event for the US and foreign governments, effects on the other enterprises and industries, number of people to be informed or helped and its urgency to act rapidly and the availability of these people, the number of people to whom the event must be explained, how they have access and interact to/with media, what is confirmed by media, how many people have proper response capability, the speed needed for reaction, and the probability that a crisis may lead to panic, threat, anxiety or shock (Darling, 1994). One of the first definitions of resilience was introduce by Holling (1973) at the system level as "a measure of the persistence of systems and of their abilities to absorb change and disturbance and still maintain the same relationships between populations or state variables". ...
The study of the resilience of the cities against earthquake is one of the necessities for the reduction of losses and death toll of the earthquakes. Resilience has various definitions and there is not a unique comprehensive model for its quantitative assessment. Therefore, the aim of this paper is to provide a comprehensive quantitative indicator for resilience and to study the efficacy of social and governance strategies in improvement of urban resilience against earthquake. To achieve this aim, first effective dimensions and indices of resilience of urban areas were explored and extracted by reviewing available research studies and experts elicitation method. Then based on experts' opinions and pairwise comparison the model was justified and the relative weights for dimensions and indices were obtained and a comprehensive overall resilience index was introduced. Using the proposed index, the efficacy of different social and governance strategies were compared considering three different earthquake scenarios of North-Tehran, Ray fault and floating faults. The comparisons were based on three metrics i.e. absolute value of resilience increase, distance from the origin of the Pareto chart considering implementation duration time and costs, and the ratio of cost to resilience increase. In this regard, strategy S3 (90 percent increase of social resilience), strategy S1 (10 percent increase of social resilience) and the strategy S3 were the optimal ones based on the first, second and third metric, respectively. On the whole, the social strategies had better efficiency than the governance ones, but it seems in practice the social and governance strategy categories must be implemented in an integrated manner which could be considered as a future research proposal.
... Plan geli tirme, insanlarÕ korumaya, ileti ime ve tesislere verilen zararÕ azaltmaya odaklanmalÕdÕr; plan geli tirildikten sonra tüm katÕlÕmcÕlar bilgilendirilmeli ve plan düzenli olarak gözden geçirilmelidir (Kash ve Darling, 1998: 185). Darling'e göre i letmelerde kriz yönetimi sistematik bir yakla Õmla yapÕlmalÕdÕr; bu yakla Õm ise krizle ilgili sorunlarÕ belirlemek, incelemek, tahmin etmek ve i letmenin krizi önlemesini sa layacak özel yöntemleri ortaya koymayÕ gerektirmektedir (Darling, 1994). Kriz planÕnÕn uygulama a amasÕ karma Õk olabilece i için uygulamada esneklik ve sürekli izleme gereklidir ve bunun için i letmeler ve yöneticilerin; "uygun stratejilerin de erlendirilmesi, seçimi ve uygulanmasÕ; etkili bir kriz ileti imi ve kontrol stratejisinin uygulanmasÕ; krizlerle etkili bir ekilde ba a çÕkmak için kaynaklarÕn kontrol edilmesi veya yeniden tahsis edilmesi; ilgili sektörlerdeki payda larÕn belirlenmesi ve i birli i içinde çalÕ ÕlmasÕ; stratejilerin etkilili inin ve çe itli payda larÕn stratejilere tepkisinin de erlendirilmesi ve düzenli toplantÕlar yapÕlmasÕ" adÕmlarÕnÕ takip etmeleri gerekmektedir (Ritchie, 2004: 675). ...
Turizm endüstrisinin küresel ölçekte geçmişte çok çeşitli krizler ile karşılaştığı bilinmekle birlikte Covid-19 salgını, turizm endüstrisini daha önce eşi benzeri görülmemiş bir şekilde etkilemiştir. Virüsün yayılmasındaki olumsuz etkisi bir yana salgını kontrol altına almak için getirilen tedbirler, dünya çapında turizm faaliyetlerinin neredeyse tamamen durmasına yol açtığı için, turizm hem salgından en çok ve en önce etkilenen endüstrilerden birisiyken hem de iyileşmenin en son olacağı endüstrilerden birisi olacaktır. Bu nedenle Covid-19 salgını döneminde ülkelerin kriz yönetim stratejilerinin değerlendirilmesi önemlidir. Bu bağlamda çalışmanın temel amacına bağlı olarak en çok turist çeken ülkelerin Covid-19 salgını sürecinde kriz yönetimi için nasıl bir ortam yarattıkları ve kriz süreçlerinde turizme yönelik uygulamaların pratikleri incelenmiştir.
... Instructing response strategies fulfill the minimum expectation by stakeholders to be protected without necessarily including any repair of the firm's reputation or improvement of stakeholder perceptions. However, by efficiently and comprehensively providing information, firms protect their reputation through signaling a higher level of control (Darling, 1994). ...
This paper investigates the relationship between firm crisis behavior and the resulting consumer–brand relationship (CBR) response. Drawing from theoretical traditions in brand transgressions, service failure, and crisis communications, we use longitudinal survey data combined with archival social media data to empirically test the effect of crisis response speed and crisis information strategy on the short‐term consumer crisis response evaluations (1 month after crisis response), and the long‐term CBR (1 year after crisis response). Results show that, contrary to intuitive expectations, a faster firm response is not always better, as a slower response was found to result in higher crisis response evaluations. We also show that this effect depends on the consistency of the communication strategy with the first active response. Specifically, when a firm prioritizes safety information (instructing strategy), a faster response is better. Whereas, when the firm prioritizes well‐being information (adjusting strategy), a slower response is better. We argue the counterintuitive finding that a slower response is better implies that reacting too quickly may signal rashness and unpreparedness to the customer, leading to more negative evaluations. We term this distinction the difference between being responsive (fast but considered) and reactive (faster but rash).
... The third stage is chronic crisis stage; a period of recovery, of self-analysis, and of healing. The fourth stage is crisis resolution stage; its main target is seizing control swiftly and calculating the most direct route for achieving a resolution (Darling, 1994). ...
Crises are dynamic in nature and usually associated with complexity, uncertainty, pressure, and loss of boundaries. System dynamics is an approach for understanding nonlinear behaviour of complex systems over time. Its inherent capabilities make it effective in dealing with crises' attributes. Accordingly, deploying this technique in managing crises will strengthen the process and ensure its successfulness. This premise had been acknowledged by many scholars and reflected in their researches. In the last two decades there were many system dynamics applications in crisis management practice. These applications were subjected to an analysis process to recognise its characteristics. The analysis process identified their evolution trend, scholars' origins, utilised tools, crises' types, unit of analysis, and applications' categories. These categories include analysis, decision support system, crises preparation, forecasting, enhancing performance, setting plans, and policies' consequences. This classification frame should add extra knowledge to academics and present best practices for managing crises to practitioners.
... Buildings are usually badly hit during disasters and this is the heart of organization where their core business takes place. This implies that organizations should look at disasters as one of the major risks that they need to contend with and thus take disaster recovery planning and management seriously at managerial level (Darling, 1994). Risk and uncertainties befall humans and also organizations set up by them. ...
he environment provides support and shelter for all T human activities. This suggests that at each point in time the built environment ought to be functional to sustain all activities that take place on it. Unfortunately, disasters occur unannounced with the result that those who are not prepared for such are cut off guard. Under such situations, the fate of people, businesses and government are thrown into jeopardy. This study examines the role of the Facilities Manager in disaster recovery planning and management. No functional organizational management would like to be disrupted but this depends on the management's awareness and preparedness to potential disasters and its ability to develop a plan that can reduce it to the barest minimum. For any disruptions that might arise in the case of eventual occurrence of disasters, plans ought to be functional and able to recover operations quickly and effectively. The study observes that in developing countries such as Nigeria, disaster recovery planning and management are seriously overlooked with the result that insurgency, terrorist attacks, floods, earthquakes and wildfires to mention few have taken a toll on the environment with no pre-arrangements or provisions made to protect workers, clients, properties or even the business itself. The study established that the facilities manager has a crucial role to play in the pre and post disaster periods and by training and experience, the responsibility of recovering all the support service that an affected organization needs to resume operations lies on his shoulders.
... Krizne su situacije ujedno i prilika za dionike svake organizacije da procijene kakve su sposobnosti upravljača samih organizacija. 516 Neki teoretičari i stručnjaci odnosa s javnošću 517 krizno upravljanje izjednačavaju s kriznim planiranjem te ističu kako je krizno upravljanje umjetnost uklanjanja rizika i nesigurnosti s ciljem da se postigne viši stupanj kontrole nad vlastitom sudbinom. ...
Čuvena misao znanstvenika Paula Watzlawicka Ne može se ne komunicirati najbolje upućuje na važnost komunikacije u ljudskome životu. Ova
tvrdnja, također, pokazuje da komuniciramo stalno, svakodnevno, od jutra
do mraka. Komuniciramo i kada šutimo, i kada spavamo, a prema nekim
komunikolozima komuniciramo i mrtvi. Nakon našega života komuniciraju naša djela, knjige, uspomene, simboli, a rodbina i prijatelji dolaze nam na
grobove i donose cvijeće.
Brojna istraživanja pokazuju da smo tijekom svoga dosadašnjeg života
proveli oko 75 posto svakoga dana u aktivnoj komunikaciji. Zar i to nije
razlog zašto se komunikacija proučava svakim danom sve više? Razlog više
posvećenosti izučavanju komunikacije stalni su interpersonalni sukobi u
kući, na poslu, u društvu. Griješimo. Ranjivi smo. Nismo savršeni. Pokušaji
dokazivanja da nismo ranjivi najčešće nas ometaju u komunikaciji – čvrsto
stisnemo zube ili se pravimo herojima u suočavanju s napadima. S druge,
globalne strane svijet je stalno poprište ratnih sukoba. Nakon prestanka
„govora“ oružja, rat uvijek završava komunikacijom zaraćenih strana.
A kako komuniciramo? Može li se naučiti komunicirati ili se rađamo kao
talentirani komunikatori? Koliko komunikacija utječe na naš uspjeh u životu? Brojna istraživanja o životnome uspjehu pokazuju da ono najviše ovisi o
uspješnoj komunikaciji. Istraživanja, također, izučavaju kako komunikacija
djeluje na profesionalan život. Podaci pokazuju da dobri komunikatori postižu veći uspjeh u radu, bez obzira na to o kojoj je vrsti rada riječ, povoljno
djeluju na rad i osjećaje drugih, zadovoljniji su sobom i svojim životom.
Zbog toga lakše napreduju na vodeća ili bolja radna mjesta, postižu bolje
plaće, uživaju poštovanje kolega i prijatelja, sklapaju lakše poznanstva i prijateljstva, nisu sramežljivi, otvoreni su, primaju darove itd.
Zbog toga se komunikacija na slučajnome mjestu stalno naglašava kao
jedna od najvažnijih vještina za napredovanje u karijeri. Utvrđeno je da su
neke od najvažnijih vještina za uspjeh u karijeri interpersonalna komunikacija, izgradnja odnosa, vodstvo, timski rad, umrežavanje i sposobnost
uvjeravanja. Komunikacija utječe na naše raspoloženje i zdravlje te je, kao
takva, u svezi s ljudskim blagostanjem. Brojni su drugi učinci komunikacije
koji nas potiču da steknemo znanje o istoj te savladamo vještine i tehnike
komuniciranja.
16
Zoran Tomić, Damir Jugo
Suvremeni pristup
Okvir za proučavanje i dizajniranje knjige bili su nam recentna svjetska
literatura i udžbenici na prestižnim europskim i svjetskim sveučilištima,
prije svega u Sjedinjenim Američkim Državama. Sadržaj knjige kreiran je u
najvećoj mjeri u skladu sa sadržajima interpersonalne komunikacije, međuljudske komunikacije, neverbalne i verbalne komunikacije, persuazije itd.
Stoga Temelji međuljudske komunikacije nadilaze uži koncept interpersonalne komunikacije, ali u izvjesnome smislu i koncept međuljudske komunikacije definiran u sadržajima najutjecajnijih svjetskih udžbenika.
Analizirajući suvremene potrebe pojedinaca, ali i organizaciju u ovoj
knjizi, opisani su krizna komunikacija, komunikacija na radnome mjestu,
upravljanje impresijama i drugi sadržaji koji ne čine sadržaje u svim srodnim knjigama i literaturi. Autori su pošli od društvene potrebe i okvira kao
optimuma za uspješno komuniciranje.
Organizacija teksta
Knjiga je organizirana u dvadeset šest poglavlja. Neizostavna poglavlja
u svakoj knjizi o međuljudskoj komunikaciji svakako su interpersonalna
komunikacija, verbalna i neverbalna komunikacija, komunikacija u malim
grupama, javna i masovna komunikacija te drugi oblici komuniciranja. Sa
željom da knjiga ima praktično značenje, analizirani su i aktivno slušanje,
interkulturalna komunikacija, persuazija, sukobi u komunikaciji, empatija,
suportivna komunikacija, etika i dr. Autori su za potrebe knjige aktivno izučavali utjecaj percepcije i emocija na komunikaciju. Te cjeline ne čine ovo
izdanje knjige, nadajući se da će biti dio nekih novih izdanja.
Komu je namijenjena?
Ideja o pisanju knjige proizišla je iz činjenice da autori na sveučilišnoj
razini predaju vještine komuniciranja te da je ovakva knjiga potrebna studentima. Zbog toga nije bila namjera „podizati“ knjigu na visoku teorijsku razinu. S druge strane, smatrali smo da se knjiga ne smije „spustiti“ na razinu vještina i tehnika. Analizirajući i citirajući najvažnija recentna svjetska djela, smatramo da smo pronašli „zlatnu sredinu“ koja pomiruje ozbiljan teorijski koncept, ali i praktičnost iskazanu vještinama, tehnikama
i brojnim primjerima.
Zahvale
Autori zahvaljuju izdavačima, recenzentima, obiteljima i svima koji su
na bilo koji način pridonijeli da ova knjiga postane javna i kao takva se nađe
u vašim rukama.
Na kraju
Ovo je knjiga za svakoga. Nitko nije tako savršen komunikator da ne bi
mogao nešto novo naučiti i time unaprijediti svoju međuljudsku komunikaciju. Ovo nije knjiga recepata, iako sadrži 55 vještina i tehnika uspješne
komunikacije. Ovo je znanstveno djelo o komunikaciji. S druge strane, ova
će knjiga razočarati svakoga tko očekuje u njoj gotove upute o tome kako
uspješno komunicirati. Težina zadatka ne smije nas odvratiti od pokušaja.
Mostar, Zagreb, 15. travnja 2021.
Zoran Tomić i Damir Jugo
... Crisis management passes through several stages, namely (1) Before the Crisis; (2) During the Crisis; (3) After the Crisis. [6] Why is the study conducted in educational institutions? Because educational institutions are places for prospective leaders of the umma and nation who are intelligent, memorize God's words, have good character, have broad insight, have international achievements, master technology, and always hold fast to the guidance of God Almighty. ...
World Bank mentioned that the COVID-19 pandemic is threatening and hasgreat potential to make education worse. The pandemic has had a hugeimpact on education by closing schools. However, in overcoming thisdisruption, crises can become opportunities. The first step to successfullyaddressing school closures by protecting health and safety is to preventstudents from losing their learning using distance learning. At the same time,countries need to start planning for school reopening. That meanspreventing dropouts, ensuring healthy school conditions, and using newtechniques to promote rapid learning recovery in key areas once studentsreturn to school. The purpose of this study was to analyze the leadershipmanagement in the COVID-19 pandemic era to improve workplacecommunication. This study used the qualitative case study method. Theinstruments used were observation, interview, and documentation.
... To manage a brand crisis, Balakrishnan (2011) [14] integrated crisis management models from different scholars [52,53] and divided the crisis management model into three stages: the prodromal stage, the crisis, and the audit stage. Balakrishnan's (2011) [14] model begins with proactive action in preparing for future crises. ...
The purpose of this study is to employ the existing theory on crisis management and corporate branding in a service context to explore how tourism businesses in Thailand can recover from the crisis caused by the impact of COVID-19. To manage the impact of COVID-19, the concepts of crisis management from different scholars are integrated, and crisis management is divided into three phases: the Pre-Crisis, Crisis, and Post-Crisis phases. This exploratory research employs stakeholder interviews to discover the impacts of COVID-19 on tourism businesses and attempts to develop guidelines for recovering tourism businesses within the service context. Our findings indicate that a strong brand and its proper management can help firms to survive during the crisis period. Moreover, our findings highlight the importance of communication for engaging with all staff during the recovery period. This paper sheds light on how a brand is employed as a proactive strategy to mitigate the impacts of the crisis. Most brands have been affected by the COVID-19 pandemic, and only strong brands are able to survive. Our study also adds to the limited empirical evidence on tourism business recovery during COVID-19 in the context of a developing country. From practitioners’ perspectives, trust, solid relationships, and honest communication with their business partners play an important role in survival after the crisis. Additionally, in this paper, corporate branding is conceived as a strategic tool that affects how staff and stakeholders can collaborate and unite in response to the crisis.
... ).ReorganizasyonKriz koşulları normal/rutin sıkıntıların olduğu dönemleri değil, tüm dış çevreyi kuştan derin ve süregiden olumsuz koşulları ifade etmektedir.Darling (1994); panik, korku ve moral çöküntüsünün ön plana çıktığı problemli dönemlerde örgüt üst yönetiminin sergileyeceği liderliğin aynı zamanda bir müdahale enstrümanı niteliğine dikkat çekmektedir. Zira üst yönetim tarafından ortaya konulacak liderlik performansı tüm örgüt boyunca çalışanların genel yaklaşımını, fiziksel ve ruhsal durumlarını et ...
Covid-19, Mart 2020’den bu yana tüm dünyayı en üst düzeyde olumsuz etkileyen ve tüm yaşamı kuşatan, birkaç sektör dışında neredeyse tüm sektörlerde yıkıcı etki yapan büyük ve daha önce görülmemiş bir kriz durumudur. Söz konusu virüs doğrudan doğruya insan sağlığını tehdit ettiğinden, küresel çapta insan yaşamıyla ilgili olarak kurulan bütün sosyal ve ekonomik süreçlerin durmasına ve hem üretim hem de tüketim sistemlerinin çökmesine neden olmuştur. Bu durumun örgütsel sağlığı ve örgütsel performansı etkilememesi mümkün değildir. Bu bağlamda, örgütlerin, ellerindeki çeşitli enstrümanlarla müdahale ve önlemleri söz konusu olmaktadır. İşletmelerin tepe yönetimlerinin sahip olduğu kriz yönetimi anlayışı bu kapsamda yer almaktadır. Tepe yönetimlerinin müdahale ve önlemlerinin en net görülebildiği alanlardan biri de e-ticaret süreçlerine yönelik olarak yapılan örgütsel dönüşüm çabalarıdır. Kriz koşullarının neden olduğu makro değişiklikler bir yandan örgütün yapısında ve diğer yanda da iş yapma biçimlerinde önemli değişiklikler yapılmasını gerektirebilmektedir. Günümüzde ulaşılan teknolojik seviye ile iletişimin artık bir etkileşim olarak farklı bir formata geçiş yaptığı görülmektedir. Sadece örgütlerde değil, aynı zamanda devletler bazında, bireylerde ve dünyadaki tüm süreçlerde internete dayalı dönüşüm yaşanmaktadır. Bu teknolojinin ve yeni anlayışların, yeni yaşam tarzlarının dikkate alınarak örgütsel faaliyetlerin güncellenmesi bir zorunluluktur. Bu bağlamda e-ticaret tüm örgütler için bir yenilik, bir fırsat ve bir güncelleme anlamına gelmektedir. Bununla birlikte, örgütlerin kendi geleneksel süreçlerini terk ederek e-ticarete doğru yoğunlaşmaları ya da geleneksel faaliyetlerin yanına e-ticaret süreçlerini entegre etmeleri örgüt içinde çeşitli problemleri de beraberinde getirme riskini taşımaktadır. Eski ve geleneksel süreçlerin terk edilmesi kıdemli personelde bir tedirginlik ve hoşnutsuzluk kaynağına dönüşebilmektedir. Yeni iş akışlarının ortaya çıkması ile yeni vasıfların gerekliliği gündeme gelmektedir. Bununla birlikte örgüt daha nitelikli personel istihdamına yönelebilmektedir. Eski/kıdemli çalışanlara örgüt içi eğitimler verilse bile söz konusu çalışanların yeni vasıfları elde edememe riski önemli bir risk durumundadır. Bunlara ek olarak bazı departmanların ve pozisyonların kalıcı olarak ortadan kalkma ihtimali örgüt kamuoyu tarafından algılanabilmektedir. Bu çerçevede, örgütün geleneksel faaliyetlerden e-ticarete geçiş yapması, e-ticarete yönelik istekliliği ve yoğunlaşma düzeyi, çalışanlar arasında “yenilik ve belirsizlikten kaynaklı” huzursuzluk yaratma potansiyeli taşımaktadır. Söz konusu huzursuzluğun örgüt boyunca yayılması durumunda ise kurumsal huzursuzluk olgusundan söz etmek mümkün olacaktır. Bu durumda örgütsel bağlılığın azalması, örgütsel yapıya ve kurumsal markaya yönelik muhtemel hasarlar önemli bir risk olarak ortaya çıkmaktadır. Problemli alanlara üst yönetim tarafından yapılacak müdahalelerin etkili olmaması durumunda ise iç faktörler kaynaklı örgüt-içi kriz ortamı oluşması söz konusu olabilecektir. Bu çalışmanın temel amacı, örgütlerin tepe yönetiminin sahip olduğu kriz yönetimi anlayışının örgütsel süreçlerde ve özellikle de bir nihai hedef olan örgütsel güçlenme üzerinde etkili olup olmadığını analiz etmektir. Bu bağlamda, araştırma kapsamındaki başlıca bağımsız değişken olan “tepe yönetimin kriz yönetimi anlayışı” ile bağımlı değişken olarak belirlenen “örgütsel güçlenme” arasındaki ilişkiler incelenmektedir. Bu çalışmada kullanılan veriler bir ulusal zincirde franchise mağazalar olarak yer alan 133 işletmeden anket uygulaması yoluyla sağlanmıştır. Franchise zincirinin Türkiye Merkez ofisi “tepe yönetim” olarak ele alınmış ve franchise mağazalar da örgüt-içi birimler şeklinde düşünülmüştür. Araştırma modeline dayalı olarak çeşitli hipotezler test edilmiştir. Yapılan analizlerin sonucunda, tepe yönetimin kriz yönetimi anlayışının boyutları ile örgütsel güçlenme arasında anlamlı ve pozitif yönlü ilişkiler ortaya çıkmıştır. Diğer bir ifade ile, tepe yönetimin sahip olduğu kriz yönetimi anlayışının uzantısı olan yönetsel düzenlemeler ve uygulamalar örgütsel güçlenme üzerinde belirleyici olmaktadır.
... Use of effective communication is critical in company management in the face of a crisis (Coombs, 2014;Darling, 1994;Taneja et al., 2014). Be a courteous and considerate employee, and your contact with your colleagues will continue to flow freely. ...
This essay addresses the idea of small and medium-sized companies, the consequences of the pandemic on small and medium-sized enterprises, and approaches to creating and managing medium and small-sized businesses during the duration of the crisis. Most small and medium-sized businesses engage in formal commercial operations through cooperative enterprises. but there is a large effect on many who have medium-sized companies, delivery is impaired, as well as salespeople and those who depend on it; moreover, large numbers of salespeople would be hit by this pandemic. There is also an urgent need for increased management of small to mid-way and medium sized companies to be completed, which includes prioritizing the physical wellbeing of employees, leveraging digital marketing, and improving product and service efficiency, thus curtailing company revenue and costs, as well as re-evaluating the current strategy. As a result, that enables small and medium-sized businesses to stay afloat in the Covid-19pandemic.
... A crisis is defined by Cambridge Dictionary as "an extremely difficult or dangerous point in a situation". Darling (1994) defined the crisis as a situation which has a feeling of panic, fear, danger or shock. ...
An essay on Consumer behavior during a crisis
... According to Mitroff (2008), crisis-prepared organizations experience fewer crises, recover faster, and are more profitable than the costconscious, crisis-prone organizations. Darling (1994) contends that if managers accept the inevitability of a crisis in reality, then they not only respond to the crisis effectively but also find the opportunities that are contained in the crisis. The essence of CM is to plan for worst-case scenarios, and then seek to manage the crisis as best as possible. ...
Crisis management is a management function that tries to mitigate the impact of crisis events when they occur in a business or organization. Since crises are inevitable, it is important that businesses and organizations have crisis management plans ready for the eventuality of a crisis. Little has been written about crisis in emerging nations. As such, this exploratory study investigates the perceptions and experiences of Vietnamese managers regarding crisis preparedness. The results indicate that a majority of the organizations do not have formal crisis management plans. The results of this study suggest that crisis planning at both the organizational and individual level are needed among Vietnamese businesses.
... About organizational crisis management, it is defined as the provision of an organization's preplanned, rapid response capability supported by a leadership, information management and communications capacity to enable fast decision making at a strategic level and thereby allowing for effective recovery and protecting an organization's survival or reputation [5]. Indeed, there are different crisis management models such as the ones introduced by Fink, Smith, and Coombs, in which they developed specific management processes according to different perspectives [6][7][8]. These models provide specific management processes which are effective in dealing with different crises situations. ...
Crisis, catastrophe, and unexpected event are currently representing a steady part of organizations' lifecycle. Real Estate development organisations in particular are vulnerable to crises' events due to complexity of: external environment, internal structure, and operation systems. The ability of managing crises could be considered as a real core competence for the organization. This research provides developers by a model to detect crises' signals by monitoring all the organization's processes and operations. By combining balanced scorecard principles with system dynamics techniques, this model is introduced. The model presents acceptable forecasting for the crisis event time as well as its negative impact. Identifying crises' triggers in a reasonable time will facilitate the entire measures required to stop the crisis event from occurring or at least being well prepared for it.
Increasingly, policymaking takes place while extraordinary events threaten fundamental societal values. During turbulent times, policy entrepreneurs emerge as pivotal figures. They are energetic actors who pursue dynamic change in public policy and, whereas we know much about how they promote innovation and change in normal policymaking, we know less about how they behave in crises, and even less about how different crises influence policy entrepreneurial action. This Element focuses on interaction between policy entrepreneurs and crises. It analyzes policy entrepreneurial action in six case studies – three fast-burning and three creeping crises – to ascertain policy entrepreneurs' strategies and effectiveness during extraordinary events. It proposes crisis policy entrepreneurial strategies, a framework to understand outcomes based on policy entrepreneurial action and type of crisis and suggests avenues for further research on policy entrepreneurs and crises, including implications for crisis managers. This title is also available as Open Access on Cambridge Core.
This chapter explores strategies for business resilience and sustainability in volatile environments. It emphasizes the importance of theoretical foundations in international relations and risk management principles to navigate geopolitical challenges. Sustainable business practices, including the use of environmental, social, and governance (ESG) criteria, are highlighted as essential for long-term viability. The chapter also examines practical approaches to operating during political protests, focusing on maintaining operations, ensuring employee safety, and protecting assets. Through case studies from various regions, the chapter provides actionable insights and recommendations for businesses to enhance their resilience and sustainability in complex modern business environments. By implementing these strategies, companies can better prepare for and adapt to disruptions to ensure continued growth and stability.
Turizm sektörü kırılgan yapısından dolayı meydana gelebilecek olaylardan kolay bir şekilde etkilenebilmektedir. Bundan dolayı salgın hastalıklar sonucu yaşanan olumsuzluklar etkilenmesi kaçınılmazdır. Bu çalışmanın amacı Covid-19 pandemisi esnasında yiyecek ve içecek işletmelerinde yönetici olarak çalışan mutfak şeflerinin karşılaştıkları sorunları tespit etmek ve bu sorunlara yönelik çözüm önerileri sunmaktır. Bu bağlamda yiyecek ve içecek işletmelerinde yönetici olarak çalışan aşçıbaşı ve aşçıbaşı yardımcıları bu araştırmanın evrenini oluşturmaktadır. Araştırma kapsamında nitel araştırma yönetimleri benimsenmiş olup yiyecek ve içecek işletmelerinde yönetici olarak çalışan aşçıbaşı ve aşçıbaşı yardımcıları ile yarı yapılandırılmış görüşmeler gerçekleştirilmiştir. Bu görüşmelerin sonucunda elde edilen verilen içerik analizi ile değerlendirilmiş olup, sonuçlar beş ana ve on sekiz alt kategori kapsamında yorumlanmıştır. Araştırmanın sonuçlarına göre mutfak şeflerinin covid-19 sürecinde, nitelikli personel bulma, ürün tedariği, fiziksel alanların yetersizliği, ürün fiyatlarındaki yüksek artışlar ve hastalığa yakalanma ve bulaştırma konularında sorunlar yaşadıkları tespit edilmiştir. Mutfak şeflerinin covid-19 salgının hijyen açısından olumlu sonuçlar ortaya çıkardığını belirtmesi araştırmanın çarpıcı sonuçları arasında yer almaktadır. Bu sonuçlar neticesinde mutfak şeflerine, yiyecek ve içecek işletmesi yöneticilerine ve bu alanda çalışma yapacak araştırmacılara bazı öneriler sunulmuştur.
As the COVID-19 crisis disrupted schooling, recovery efforts in California included the adoption of Senate Bill (SB) 98, which mandated local educational agencies to complete Learning Continuity and Attendance Plans (LCPs). These plans act as critical snapshots of sensemaking and local policy implementation during crisis; however, their details have yet to be explored statewide. Through a multiphase, mixed methods approach, this study examines the legislative requirements of a state-level policy that orchestrated large-scale local planning. Results reveal that SB-98 recombined prior educational routines to fit the pandemic context. Moreover, district plans generally adhered to policy guidance and described a range of resources to support students. However, the limited details contained in most plans—particularly about the actions and services for students that may need additional supports—proffer suggestive evidence of local capacity and will during the global pandemic and the implications for those seeking to implement similar policy measures.
بحران چيست؟ چرا بحران ها رخ مي دهند و وقايع ناگوار و فجايع انساني و سازماني ايجاد مي كنند . آيا انسان مي تواند
از وقوع بحران ها پيش گيري كند و در صورت وقوع، آيا انسان مي تواند با مديريت هوشمندانه از هزينه هاي آن كاهش
دهد. آيا انسان مي توان از بحران ها بياموزد، و در نتيجه توانش و شايستگي هاي مديريت بحران را ارتقاء بخشد؟ اين
مقاله سعي دارد با طرح ايده رهبري بحران به سوالات فوق پاسخ دهد . رهبري بحران فراتر از مديريت بحران عمل مي
كند. مديريت بحران به بعد از وقوع بحران محدود مي شود و سعي بر مهار بحران و كاهش آثار زيان بار آن دارد . در واقع
مديريت بحران به طريقه واكنشي با بحران برخورد مي كند . اما رهبري بحران به طريقه فعالانه و پيش گيرانه با بحران
برخورد مي كند، آن فرآيندي است كه سعي بر مديريت اثربخش انواع بحران ها، مكانيزم هاي بحران، سيستم هاي
بحران، و ذينفعان بحران در طي سه مرحله قبل از وقوع بحران، درحين بحران و بعد از وقوع بحران دارد . مرحله قبل از
بحران به معناي انجام و اجراي يك حسابرسي از قوت ها و آس يب پذيري هاي يك سازمان است . آن نيز توسعه مهارت ها
و قابليت هاي واقعي مورد نياز براي مديريت يك بحران را پوشش مي دهد. مرحله حين بحران مستلزم تصويب و به
نمايش گذاشتن و اجراي قابليت هاي قبل از بحران است . آن به معناي دنبال كردن مكانيكي طرح ها و برنامه هاي بحران
نيست. مرحله بعد از بحران مستلزم ارزيابي مجدد عملكرد بحران و يادگيري از بحران است . ارزيابي مجدد عملكرد بحران
براي طراحي و اجراي رويه هاي رهبري در بحران هاي جديد به منظور برخورد اثربخش تر با بحران هاي آينده ضروري
است.
The COVID-19 crisis is a new challenge for companies and the issue of business continuity plays a central role in the process of drafting financial statements, as the assessments of the presence of business continuity conditions are strong critical issues in light of the uncertainties of the timing as well as the methods of exit from the current health emergency. The pandemic crisis has been reflected in a deterioration of employment conditions and in a contraction of the turnover of the tourism sector more marked than the other sectors. This contribution analyzes companies that seem to be most affected by the pandemic crisis, operating in the Riccione area. The methodology followed is eminently qualitative-exploratory based on the administration of 95 questionnaires, aimed at knowing which strategies have been implemented by the hotels to adapt to the crisis. Our findings highlight how hotels adapt their facilities to environmental change within a short period of time and what they expect in terms of reduction of the operating result. The work presents elements of novelty, as the first empirical study in managing the impact of COVID-19 (after one year from the beginning of the pandemic) on businesses belonging to the Italian tourism sector.
The impact of crises on organizations and individuals has been stronger than ever (Wang, 2008). Thus, contemporary organizations operate in an age of extreme uncertainties and crises, such as natural calamities, global pandemics, wars, migration, infrastructure breakdowns, product and service failures, violent attacks, social unrest, and many other unpredictable conditions that made our world more vulnerable than ever. In this sense, crises include a surprise, a threat to high-priority purposes, and a limited amount of time available for preparing in advance or for responding to them after they erupt (Choi & Kim, 1999; Eismann et al., 2021). Pearson and Clair (1998) offered one of the first comprehensive definitions of an organizational crisis:Coombs (2015, p. 2) described crisis slightly differently, as a “perception of an unpredictable event” that threatens stakeholder expectations and influences organization’s performance. A more dynamic definition of a crisis was suggested by Taneja et al. (2014):Finally, MacNeil and Topping (2007) defined a crisis as an event that “causes severe emotional and social distress, which may occur at any time and without warning” (p. 64).
The outbreak of the COVID-19 pandemic in early 2020 has brought about unprecedented challenges to the global economy and people’s daily lives. The pandemic has also triggered abundant psychological studies about crisis, creativity, innovation, and well-being. This chapter reports a qualitative study carried out among 229 Chinese (59.4% females) and 171 German (62.6% females) university students about creative activities of their own and those they observed from others during the lockdown periods of the pandemic. Six major creativity categories emerge from our data, namely Artistic Creativity, Inventions & Business Ideas, Intellectual Creativity, Social Interactions, Sports, and Challenges. In both countries, students predominantly reported being engaged in or witnessing creative activities in the Artistic Creativity domain, followed by the activities in the domains of Intellectual Creativity and Inventions & Business Ideas. German students reported significantly more creative activities in Artistic Creativity and Sports domains, whereas the Chinese students reported more creative activities in Inventions & Business Ideas as well in Intellectual Creativity. Not many differences were found between the creative activities that the students reported for themselves and those observed from others, except that the Chinese students reported more creative behaviors by others than by themselves, whereas the German students reported more creative behaviors by themselves than by others, particularly in artistic creativity. Results of the study enrich the literature about crisis, creativity, and innovation and have practical implications for crisis and change management.KeywordsCreative activitiesEveryday creativityCOVID-19 pandemicChina or ChineseGermany or German
Organizational cultures are distinct from national cultures. The first has been researched in more than 50 nations and is explained using five dimensions. The discrepancies displayed go beyond the scope of what is allowable under management principles. The traits of East Asian cultures that contribute to the explanation of the recent economic success of these nations are given particular focus. In 20 organizational units in Denmark and the Netherlands, organizational cultures were examined. This study revealed six dimensions of organizational cultures. The findings prompt a variety of recommendations, including those regarding organizational management cultures. Managing a worldwide firm requires juggling organizational and national variances. Given the realities of management, national cultures exist when organizational cultures are manageable; Cross-border corporate cultures are prevalent and bind global corporations together. This article discusses a teacher's observations and theory-based comments on communication and participation strategies in a multicultural business classroom setting for management education. Important concerns regarding the educational experiences of overseas students are highlighted, analyzed, and recommendations are provided for efficient communication strategies to implement inclusively and encourage culturally aware involvement. International Business Administration is a varied course. This study reveals state-of-the-art approaches to research methods IP based on five key aspects: including data collection methods, sample sources, and sample countries. Subjects, sampling methods , sample sizes, and response rates. The results indicate that (1) postal questionnaire studies dominate empirical research , and (2) 60.9% of studies use a single country sample. (88.9% from Western countries), (3) 33.7% of studies were based on sample frames provided by third parties, and (4) the average sample size was 180, with an average response rate of 40.1%. The rigor of IB research to improve methodology and recommendations are made. the International business management ranking. The strategic business unit is got the first rank, and the Inter-organizational unit is the lowest rank.
The aim of this study is to determine the relationship between the decision-making strategies of the employees of the organization and the crisis management of the organization. In this context, rational decision-making, impulsive decision-making, dependent decision making and the mere indecision are considered as the sub-dimensions of decision-making strategies as independent variables, while the sub-dimensions of crisis management, which are pre-crisis, during the crisis, and post-crisis, are handled as the dependent variable. The study was applied to the white-collar employees of the X organization, which makes production in the food sector in Çanakkale. According to the findings obtained in our study, there is a significant and positive relationship between rational decision making strategy and crisis management before the crisis. It has been observed that there is a significant and positive relationship between the rational decision-making strategy and the crisis management during the crisis. A significant and negative relationship was found between indecision strategy and pre-crisis crisis management. Likewise, a significant and negative relationship was found between indecision strategy and post-crisis management. In addition, it was observed that there was no significant difference between the variables in the model and the demographic variables of the employees.
Characterized as integrated and open systems, tourism economies are highly susceptible to external factors due to the number and diversity of stakeholders involved. The alarming rise of global crises, coupled with the capacity of each crisis to severely impact a range of tourism organizations and a variety of other stakeholders (Ritchie, 2009), has led tourism scholars and professionals to take a more rigorous approach toward addressing this issue through tourism crisis management (TCM). TCM is essentially crisis management for the tourism industry.
There has been much speculation about the effects of the COVID-19 pandemic on the tourism sector. Common narratives have variously depicted an unprecedented crisis, a time of opportunity for innovation and transformation and a chance to build a ‘new normal’. The aim of this paper is to investigate how owners and operators of micro- and small enterprises in tourism and hospitality in the United Kingdom made sense of the pandemic and its effects on their businesses. Situated in long-term research engagements with the businesses, three interlocking interpretative repertoires emerged from the analysis of 16 semi-structured interviews conducted between March and May 2021. Participants did not share a progress-driven approach to business change, there was no evidence of a radical ‘new normal’ emerging and COVID was not perceived as a crisis. While these findings appear counter-intuitive, their principal contribution is as a valid counterpoint to policy and academic discourse about COVID as crisis and opportunity. Furthermore, they highlight the importance of developing more nuanced accounts of the tourism business during and relating to the pandemic. Terms like ‘crisis’ and ‘opportunity’ used by policy-makers, practitioners and academics only partially reflect the deliberative efforts and practical perspectives of owners and operators of tourism enterprises.
The dimension of time has been neglected in the practice and research of public administration for decades. By developing a framework to guide the quantification and operationalization of the crisis lifecycle model, this study explores how the timing, sequence, and tempo of government policy response impact policy effectiveness. Quantitative analysis of COVID-19-related data in 152 countries/regions from 1 January to 31 July 2020 shows that direct policies on curtailing infection sources in the early outbreak stage are key to controlling the pandemic. This article concludes by identifying different time tactics that may help policymakers improve strategic decision-making.
Convergence, and its various configurations, is an established topic in technology and innovation management literature. This article contributes to the extant literature about industrial convergence by conducting an explorative analysis of the industrial crisis caused by the Covid-19 pandemic. In this article, we aim to explore how industrial convergence affects the business dynamics of the healthcare markets. To fulfill our research purpose, we perform a qualitative study by exploring retrospectively the case study of precision medicine. Thus, we use a case study approach based on the triangulation of the multiple sources of evidence gathered. We propose a conceptual framework attesting to the continued recourse to digitalization for the need for data integration and the creation of hybrid figures within healthcare markets during the industrial crisis. This article proposes various implications for researchers and practitioners dealing with the management and development of innovation in convergent sectors.
The rapid transformations in environmental
factors make firms to expose to crisis. Preventing
the emergence of the crisis is not always possible,
however successful crisis management can be
minimize the negative effects. Acquittal campaigns
which emphasize the positive image of the firm
before crisis may be used frequently during
crisis management period. In such campaigns
social responsibility activities which is one of the
dimensions of reputation is drawn dramatically. The
aim of this research is to reveal the effect of being
a socially responsible company on the elements
of consumers’ attribution process. In this regard,
a model that addresses the attribution process
is proposed and to test this model a quantitative
research is designed based on the scenarios, then
responses of the 1000 participants are evaluated. The
results show that attribution process occurs in the
form as “attribution-emotion-behavior” like in the
proposed model, the effects of social responsibility
on the components of attribution process change
based on being socially responsible or not.
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Çevresel faktörlerde yaşanan hızlı dönüşümler,
işletmelerin çeşitli krizlerle karşı karşıya kalmasına
yol açmaktadır. Krizlerin ortaya çıkmasını
engelleyebilmek her zaman mümkün olmamakla
birlikte başarılı bir kriz yönetimiyle olumsuz
etkiler en aza indirilebilmektedir. İşletmenin kriz
öncesi dönemdeki olumlu imajının vurgulandığı
aklama kampanyaları kriz yönetiminde sıkça
kullanılmaktadır. Bu tür kampanyalarda itibarın
boyutlarından birisi olan sosyal sorumluluk
faaliyetlerine önemli ölçüde yer verilmektedir.
Bu araştırmada ürün krizi yaşayan bir işletmenin
sosyal sorumluluk durumunun, tüketici atfetme
süreci bileşenlerini etkileyip etkilemediğini ortaya
koymak amaçlanmıştır. Bu doğrultuda, atfetme
sürecine dayanan bir model önerisinde bulunulmuş,
modelin test edilmesi için senaryolara dayalı nicel bir
araştırma tasarlanmış ve 1000 katılımcının yanıtları
değerlendirilmiştir. Elde edilen sonuçlar; atfetme
sürecinin, modelde önerildiği gibi “atıf-duygu-davranış”
şeklinde meydana geldiğini ve sosyal
sorumluğun atfetme süreci bileşenleri üzerindeki
etkisinin işletmenin sosyal sorumlu olup olmamasına
göre değiştiğini ortaya koymuştur.
In this paper, we discuss how emotional messages sent during crisis events shape the communication patterns on Twitter. To this end, we analyzed a data-set consisting of 23.3 million tweets that have been sent during eighteen different crisis events in ten different countries. In particular, we use the novel concept of emotion-exchange motifs to uncover the elementary building blocks of complex emotion-exchange networks. Our results show that not all negative emotions are exchanged in the same way, nor do they result in the same communication structures. For example, we found that there is a specific set of emotions which are sent in response to messages including sadness and disgust (e.g., sadness attracts joy/love, while disgust attracts anger). The exchange of fear, on the other hand, is highly representative for its reciprocity and is highly associated with an information seeking behavior. We also found that the expression of positivity is characteristic for the emergence of a cyclic triad communication pattern. In contrast, the exchange of negative emotions is characteristic for a triadic communication structure that not only shows a broadcasting behavior but also reciprocity. Compared to single-emotion exchanges within a triadic pattern, the exchange of a mixture of emotions leads to more complex communication structures.
This study aims at exploring the impact of "Arab Spring" on tourism and hospitality industry in Jordan from the perception of employees in the private sector. A questionnaire was designed to include a number of questions which are derived from reports on the economic impact of Arab Spring, and studies on crisis management models, this questionnaire targeted the workers in hotels, restaurants, travel agencies and other service providers since these were mostly influenced by Arab Spring. In general, the respondents agreed that there was a negative influence of the political instability in MENA (Middle East & North Africa) Region on the performance of tourism and hospitality sectors, especially for indicators concerning number of arrivals, revenues, tourist spending and offered job opportunities. Moreover, there is a general dissatisfaction with the actions taken by Jordanian tourism authorities to manage this crisis. The study then gives suggestions on dealing with such emergent situation.
Yiyecek-içecek işletmeleri insanların yeme-içme ve sosyalleşme
ihtiyaçlarının karşılandığı yerlerdir. Turizm ve yiyecek-içecek sektörü açısından
oldukça önemli olan yiyecek-içecek işletmelerinin, kriz gibi zorlu süreçlere
vereceği tepkiler ve önlemler bir o kadar önemlidir. Bu kapsamda çalışmanın da
konusu olan yiyecek-içecek işletmelerinde kriz yönetimi, bir yiyecek-içecek
işletmesinin kriz ve kriz yönetimi uygulamaları hakkındaki farkındalığın
incelenmesini sağlamaktır. Bu araştırma, yiyecek-içecek işletmeleri içerisinde
önemli bir temsil gücü olan restoran işletmeleri kapsamında uygulanmıştır. Anket
uygulaması ile yürütülen araştırmada, İzmir ili içerisinde bulunan restoran
işletmelerinin üst, orta ve alt kademe yöneticilerinin katılımı ile gerekli veriler
toplanmıştır. Veriler, SPSS paket programı ile analiz edilmiştir.
Araştırma sürecinde 120 restoran işletmesine ve 205 cevaplayıcıya erişim
sağlanılmıştır. Covid-19 salgını sebebiyle sınırlı sayıda işletme ve cevaplayıcıya
ulaşılmıştır. Restoran işletmeleri yöneticilerinin kriz ile alakalı bilgileri,
deneyimledikleri olaylar kriz yönetimi uygulamaları gibi birçok husus araştırma
kapsamında cevaplayıcılara yönetilmiştir. Elde edilen veriler faktör analizi, T-testi
ve Anova gibi istatistiksel test yöntemlerine tabi tutulmuştur.
Bu araştırmanın amacı, İzmir ilinde bulunan, restoran işletmeleri ve bu
işletmelerde yer alan farklı düzeydeki yöneticilerin kriz yönetimine yönelik
mevcut bilgilerini ve tutumlarını belirlenmek. Farklı işletme özelliklerine sahip
restoranların, gelecekteki karşılaşacakları potansiyel kriz durumları ve bu
durumlar için yöneticilerin hangi kriz yönetimi uygulamasını benimsediğini tespit
etmek.
The chapter looks at crisis management with a particular focus on MENA region.
To cite: Stephens Balakrishnan, M., 2016. Managing uncertainty in emerging markets: Lessons from the MENA region, In H. Merchant, ed. Handbook of Research on Emerging Markets. USA: Edward Elgar Publishing, pp. 317-354.
The COVID-19 pandemic is the biggest problem facing the world nowadays. Each country in the world has its own characteristics, which means that its governments, at different rhythms, adopt identical measures to combat this new virus. This article aims to perform a comparative study between countries with a population similar to the Portuguese in number of inhabitants and to find out which factors may explain the numbers registered with the COVID-19 pandemic. The results show that the countries that carried out more population tests have higher values in tourism, security , innovation, competitiveness, and GDP per capita indicators. There is a significant and positive relationship between temperature and the daily cases of COVID-19 infections. The results found contribute to a greater knowledge of the behavior of this disease according to the characteristics of each country, making it useful for international business managers to compare and contrast different country environmental conditions in order to define alternative strategies to overcome this great period of disturbance more quickly.
The experience of California's community colleges in coping with the crisis created by the passage of Proposition 13 suggests critical elements necessary for recognizing problems and mitigating chaos.
Suggests guidelines for college administrators who deal with the media. Discusses social responsibility theory and presents suggestions for student affairs personnel in planning for crisis communication. Stresses the need for accurate, honest information which doesn't compromise the institution legally. (JAC)
When establishing a case management program, patient populations were identified; goals and measures defined; and a case manager role developed. A registered nurse and a social worker team manage the patients in the program. After 9 months, a pilot study shows a total savings of $94,159 using case management.
The Environmental Scan
- A.E. Prentice