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Book part
Publication date: 23 September 2022

Sofia Lachhab, Tina Šegota, Alastair M. Morrison and J. Andres Coca-Stefaniak

Crisis management has developed as an established field of scholarly research in tourism over the last three decades. More recently, the concept of resilience has emerged within…

Abstract

Purpose

Crisis management has developed as an established field of scholarly research in tourism over the last three decades. More recently, the concept of resilience has emerged within this body of literature as a longer-term planning process. However, important knowledge gaps remain, especially with regards to the strategic responses of small tourism businesses in destinations prone to repeated crises.

Design/methodology/approach

This chapter reviews the literature related to crisis management and resilience in tourism.

Findings

Key knowledge gaps are outlined and discussed in the context of tourism research related to crisis management and resilience, with a specific emphasis on research related to small tourism businesses.

Originality

Although crisis management and resilience are fields of research that continue to generate a considerable amount of scholarly enquiry in tourism, particularly with studies related to the impacts of terrorism on tourism destinations and, more recently, the short- and longer-term impacts of the COVID-19 pandemic on tourism, there is very little research related to the role of small tourism businesses in this context, in spite of their key role in the tourism system of destinations around the world.

Open Access
Article
Publication date: 19 September 2023

Johannes Thaller, Stefan Mayr and Birgit Feldbauer-Durstmüller

The unique dynamics of family firms (FFs) shape the management of financial crises. Religious and secular reasons, as a defining characteristic of this type of firm, provide a…

Abstract

Purpose

The unique dynamics of family firms (FFs) shape the management of financial crises. Religious and secular reasons, as a defining characteristic of this type of firm, provide a reference system for key management decisions. This paper aims to explore the under-researched topic of differences in FFs' crisis management between religious and secular family decision-makers (FDMs), considering secularization in developed countries.

Design/methodology/approach

The paper draws on a qualitative-empirical study of 14 large FFs from the DACH region (Germany, Austria and Switzerland), through both a media analysis and semi-structured interviews with FDMs who have significant influence on key management decisions.

Findings

Despite secularization, religion continues to influence managerial decisions such as crisis management in the DACH region. The findings show that crisis management differs across religious and secular FDMs, demonstrating the substantial impact of religious and secular reasons on operational and financial measures. Thus, religious and secular reasons may partially explain the complex and ambivalent crisis management of FFs. This indicates that religion shapes FF's key management decisions in the increasingly secularized DACH region. Religious FDMs are accountable to both the firm and to God, which fosters their own personal and financial resources during crisis management.

Originality/value

This paper contributes to the existing literature by exploring the impact of religion and secularization within developed countries. Further, it offers deeper insights into FF's crisis management and is one of the first studies to assess the impact of religion and secularization on operational and financial measures. This research derives five propositions for further research and discusses a broad range of original implications for theory and practice.

Details

Journal of Family Business Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2043-6238

Keywords

Open Access
Article
Publication date: 30 May 2023

Rehab Iftikhar, Mehwish Majeed and Nathalie Drouin

The purpose of this paper is to study the crisis management process for project-based organizations (PBOs) by developing a comprehensive model and propositions.

3740

Abstract

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.

Details

International Journal of Managing Projects in Business, vol. 16 no. 8
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 1 July 2006

David Pollard and Sabine Hotho

The aim of this exploratory paper is to consider the strategic importance of crisis management and integration of crisis planning with the organisation's strategy processes, in…

28560

Abstract

Purpose

The aim of this exploratory paper is to consider the strategic importance of crisis management and integration of crisis planning with the organisation's strategy processes, in particular the utilisation of scenario planning as a crisis planning activity.

Design/methodology/approach

A review of the crisis management literature was undertaken and key issues identified, subsequently strategic aspects of crisis management were developed in the context of scenario planning.

Findings

The paper contains a discussion of major factors related to a strategic approach to crisis management and a more proactive approach to building relationships with the media. Particular attention should be given to the roles and responses of the media and agencies acting on behalf of the company, as both should been treated in the same way as other relatively powerful stakeholders. The authors suggest that firms can obtain significant advantages through proactive preparation for major relevant contingencies, and its incorporation into the strategic management process.

Originality/value

This paper brings together the debate on the strategic position of crisis management with scenario planning processes to provide a mechanism for designing, evaluating and managing crisis futures. It should prove useful to managers considering the development of crisis management, especially in a strategic context.

Details

Management Decision, vol. 44 no. 6
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 27 May 2014

Sheldene Simola

The purpose of this research was threefold, including to provide a four-point rationale for teaching corporate crisis management as a module within a course on ethical…

2173

Abstract

Purpose

The purpose of this research was threefold, including to provide a four-point rationale for teaching corporate crisis management as a module within a course on ethical decision-making in business and organizations; to provide evaluative data supporting this approach; and to highlight the implications of this approach for human resource development and training.

Design/methodology/approach

Thirty-four undergraduates in a required course on ethical decision-making in business and organizations completed pre- and post-course assignments assessing their knowledge about crisis/management, as well as their skills in crisis recognition, evaluation and action planning. Participants also completed a survey on their perceptions of the crisis management module and its placement within the ethics course.

Findings

Statistical analyses demonstrated significant knowledge acquisition on crisis/management; significant skill development on crisis recognition, evaluation and action planning; and significantly greater “true positives” and significantly fewer “false negatives” in post-course identification of crisis warning signs. Perceptions of the crisis management module and its placement within the course on ethical decision-making were positive.

Research limitations/implications

Although the sample size was relatively small, small samples are associated with a greater risk of failing to detect an effect that is present, rather than the greater predicament of erroneously concluding that an absent effect is actually present. This information, coupled with the fact that the results demonstrated not only statistical significance but also large effect sizes using Cohen’s d, inspires confidence. Nonetheless, additional assessment with larger samples would allow for the possibility of convergent evidence. Similarly, additional assessment within different organizational contexts, including applications in human resource training and development is warranted. Future research should also include assessment of specific underlying teaching strategies and evaluation of whether certain models are associated with greater learning on a broader range of crisis management skills.

Practical implications

Programs in business ethics education and training comprise one useful context in which to teach corporate crisis management. The program specified here addresses two training needs previously specified in the human resource development (HRD) literature on crisis management, including identifying specific methods of enhancing recognition or detection of crisis warning signs and also of providing tools and enhancing skills for assessing and containing crisis.

Originality/value

Despite the centrality of both ethics and HRD to crisis management, there has been a dearth of research on whether ethics education is a useful context through which to teach this topic. This research addresses this dearth and suggests new avenues for HRD in this respect.

Details

European Journal of Training and Development, vol. 38 no. 5
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 21 August 2021

Kristina Buhagiar and Amitabh Anand

The prevalence of instability and crises in organizational ecosystems seems to be on the increase, with an upward trend in the occurrence of, for example, natural disasters, such…

1807

Abstract

Purpose

The prevalence of instability and crises in organizational ecosystems seems to be on the increase, with an upward trend in the occurrence of, for example, natural disasters, such as tornadoes in America, bushfires in Australia and the widespread outbreak of diseases, e.g., Covid-19. As contexts of crisis increase in frequency, the ability of organizations to adapt and effectively respond to crises has become a key necessity for organizational survival and continuity. The purpose of this paper is to explore how the repercussions of crises may be curtailed through a multidimensional crisis management approach.

Design/methodology/approach

This paper applies a narrative literature review and concept mapping to synthesize and establish relationships between the literature in the domains of leadership, knowledge management, learning and contexts of crisis. The output of this methodological orientation is the Integrated Crisis Management Framework, presenting a conceptualized overview of the symbiotic and intertwined manner through which leadership, knowledge management and learning contribute towards effective crisis management.

Findings

According to the analysis and the conceptual underpinnings of this paper, in contexts of crisis, leadership is generally responsible for aggregating crisis management strategies and establishing employee motivation. Knowledge management, on the other hand, provides the infrastructure necessary for calculated yet rapid decision-making. Similarly, in times of crisis, learning is a prerequisite for the development of a “learningful” organization, which contributes towards crisis management by serving as the organization's “memory” – where lessons learned from previous crises suffice to guide future crisis response.

Originality/value

The literature in crisis management reveals that existing crisis management models and frameworks generally consider crisis from a unidimensional perspective, neglecting to account for the multifaceted nature of crises, and the numerous attributes necessary to overcome contexts of crisis. To address this gap in the literature, this paper proposes a multidimensional conceptualization of crisis management through combining three core elements, including leadership, learning and knowledge management. The novelty of this paper is an Integrated Crisis Management Framework, and eight empirical propositions, which act as an impetus for future research.

Details

International Journal of Organizational Analysis, vol. 31 no. 2
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 27 April 2010

Ali Unlu, Naim Kapucu and Bahadir Sahin

Crisis management has gained importance in the policy agendas of many countries around the world due to the increases in the number of natural disasters and terrorist attacks…

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Abstract

Purpose

Crisis management has gained importance in the policy agendas of many countries around the world due to the increases in the number of natural disasters and terrorist attacks. Thus, this paper has two purposes. The first is to illustrate how the Turkish Government's Disaster and Crisis Management System has been developed. The second purpose is to make a qualitative evaluation of the current disaster and crisis management systems.

Design/methodology/approach

Literature review shows that the disaster and crisis management system in Turkey has been developed after tragic events. The paper examines what kinds of initiatives were introduced and what is the trend in shift. After analyzing recent cases and exploring some government initiatives, alternative approaches and suggestions were included.

Findings

Turkey has developed its disaster and crisis management system since 1930, which mostly depended on experiences. The current disaster and crisis management system is governed by a centralized structure which is the responsibility of different ministries. Nonetheless, the system is very weak at local level. Furthermore, participation of non‐profit organizations is very limited at both national and local levels. Thus, coordination and management of first‐response operations during crises are problematic and ineffective. Particularly, the system is not designed for different types of crises such as terrorist attacks.

Practical implications

Crisis management in Turkey needs a more unified and flexible structure to deal with current problems effectively. Further suggestions for better implication are also provided

Originality/value

The effectiveness of the disaster and crisis management system is analyzed in natural and man‐made disasters. Findings show that centralized and decentralized systems have different functions in different situations.

Details

Disaster Prevention and Management: An International Journal, vol. 19 no. 2
Type: Research Article
ISSN: 0965-3562

Keywords

Article
Publication date: 2 April 2019

Raka M. Bhaduri

The purpose of this paper is to explore the relationship of organizational culture, leadership and crisis management through exploration of these three constructs with respect to…

11941

Abstract

Purpose

The purpose of this paper is to explore the relationship of organizational culture, leadership and crisis management through exploration of these three constructs with respect to crisis management.

Design/methodology/approach

In this paper, a conceptual framework has been proposed that is based on the literature findings of organizational culture, leadership and crisis management. Two types of cultural elements are used; internal versus external focus and low versus high flexibility. Organizational crisis management process is explained through the five-stage life cycle, including signal detection, prevention, damage containment, recovery and learning. Four types of leadership are included; directive, transactional, cognitive and transformational that are critical during crisis management. Five research propositions have been proposed for each stage of crisis management.

Findings

Five research propositions have been proposed based on the stages of crisis management.

Research limitations/implications

The conceptual framework needs to be tested for validity. More research is needed on how changing demographics and technology affect these constructs. Organizations need to develop through reflective practices that focus on leadership competencies and crisis-prone culture to tackle any crisis event.

Practical implications

Organizations need to develop leadership competencies and crisis-prone culture. Organizations needs to be reflective on their practices.

Originality/value

The proposed conceptual framework is an expanded version of the crisis response leadership matrix (CRLM) model of Bowers et al. (2017). In this paper, an unique concept is presented by aligning leadership, culture and crisis management with respect to each stage of crisis management and types of crisis.

Details

European Journal of Training and Development, vol. 43 no. 5/6
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 12 January 2015

Socrates Savelides, Athanassios Mihiotis and Nikitas-Spiros Koutsoukis

The Greek secondary education system lacks a formal crisis management system. The purpose of this paper is to address this problem as follows: elicit current crisis management

Abstract

Purpose

The Greek secondary education system lacks a formal crisis management system. The purpose of this paper is to address this problem as follows: elicit current crisis management practices, outline features for designing a formal crisis management system in Greece.

Design/methodology/approach

The research is based on a survey conducted with the directors of secondary education and the interpretation of the survey results. Due to the echelon structure of secondary education the directors are experienced educators with plenty of experience. They are in a unique setting to be able to combine the managerial perspective with field experience, both of which are important for managing crises.

Findings

First, events of sociopolitical nature are considered as important crisis triggers. Second, there is tendency to expect extended involvement of the state. Third despite the lack of a formal system, current practices are relevant and tend to mimic formal systems.

Research limitations/implications

In practice the lack of a formal system does not impede crisis management to be applied in secondary education units.

Originality/value

There is no other survey on crisis management at the directors’ level that we are aware of. The findings outline existing practices from a tactical perspective, and can serve as a guide for designing a formal crisis management system that is suited for secondary education in Greece.

Details

International Journal of Educational Management, vol. 29 no. 1
Type: Research Article
ISSN: 0951-354X

Keywords

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