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The purpose of this study is to examine the new normal within a continuum of three types of disruption, each of varying duration. References to the new normal draw attention to the periodic and rising importance of different levels, types, and consequences of game-changing disruption for those in governance roles.

In this conceptual research, given the discussion of a return to normalcy near the expected end of the COVID-19 pandemic, the authors organize the literature on disruption in governance into a disruption continuum – emergency, crisis and super crisis – to demonstrate the differences in each type of disruption to establish a distinct view of the new normal.

Within the three types of disruption, the first two suit the rational authority model in which disruption is turned over to those in governance roles. However, the rational authority model comes under attack in the super crisis and is increasingly associated with the post-truth era.

In Type 3 disruptions or super crises, the failure of those in control to set the parameters of the new normal raises concerns that the center no longer holds, and as a result, the assumption of an attentive public splinter into multiple contending publics, each with its version of data, facts and images.

The new normal is typically treated after the result of a black swan or rare and surprising long-lived disruption. In this work, the formulation of the recurrence, ubiquity and controversy engendered by super crises suggests that it is one of the features attenuating and giving rise to fractious incivility in the post-truth era.

The purpose of this paper is to investigate COVID-19 as a super crisis in the design and management of places.

This theory-driven work outlines why and how, by treating COVID-19 as a super crisis, the immunological view rises in priority and swiftly ushers in short- and long-term implications for space design and place management.

First, this paper looks at the short-term impact of COVID-19 upon space and place management in addressing how porous bubbling, stippling and flexible curtaining respond to immediate retrofitting needs during the pandemic. Using the concept of COVID-19-induced collective trauma, this paper draws attention to health-care facilities, schools, workplaces, commercial buildings and public outdoor spaces. These sites require short-term improvisation in place and space design and will, where the collective trauma of COVID-19 leaves strong traces, require long-term redesign and rethinking.

As a super crisis, COVID-19 generates contradictions in the existing trend in space and place studies from the notion of space and place as a container to one focusing on “flow.” A focus on flow highlights a focus on space and place as adaptable to changes in flow, especially as augmented and mediated by technology.

This treatment of COVID-19 as a super crisis is intended to stimulate the design and management of spaces and places in the post-COVID-19 period.

This paper aims to investigate the consumer responses associated with crises in the hotel industry. More precisely, the current research explores the factors that affect consumer attitudes (i.e. impressions, perceived social responsibility, and future purchases) during a hotel crisis.

An experiment was conducted relying on four factors: the hotel's reputation, the extent of the crisis, external effects from regulatory agencies, and press and organisational response. Respondents were randomly assigned to 36 treatment groups (three levels of crisis extent×two levels of hotel corporate reputation×two levels of external effects×three levels of hotel response). Scenarios were developed, each describing one of the 36 treatments.

The results revealed that reputation, external effects and organisational response significantly influenced consumers. Specifically, consumers were more likely to have a positive impression of a hotel in crisis, to perceive the hotel as being more socially responsible, and to revisit the hotel when it was highly reputed, accepted responsibility, and was viewed favourably by the media. The extent of the crisis was found to be an insignificant factor.

Hotel managers could incorporate the results of this study into their crisis management plans. As consumer attitudes are explored, the hotel might begin to achieve more effective crisis management strategies.

There is a lack of research investigating hotel crisis management from the customer's perspective. By adopting effective crisis management practices, hotel managers could reduce the negative outcomes of crises such as fires.

Investigates the conventional wisdom concerning consumer responses associated with product defect during a product‐harm crisis. Reports on an experiment relying primarily on three generally recognized factors: company′s reputation, external effects from regulatory agencies and the press, and organizational responses. Shows that over‐reliance on these areas may mask hidden variables which can prove counterproductive to crisis abatement.

Corporate crises are becoming more frequent and devastating for corporations. The Bhopal disaster cost Union Carbide Corporation over half a billion dollars and forced it into a restructuring that reduced its size by one half.

The purpose of this paper is to investigate how companies are handling the issue of knowledge retention from old age retiring workers in the oil and gas sector. This is achieved by providing a detailed insight on the challenges and strategies related to knowledge retention through study of companies from different geographical locations across the globe.

The study adopts a qualitative research methodology and 20 semi-structured interviews, with open-ended and probing questions, were conducted to gain an in-depth insight into the knowledge retention phenomena.

Knowledge retention activities tend to be inconsistent in majority of the oil and gas companies, with not much work being done regarding knowledge loss from old employees, partly because of the fall in oil prices and layoffs. Oil prices turn out to be a decisive factor in oil and gas industry regarding workforce and knowledge retention activities. The political situation and geographical locations of the companies also affect the knowledge retention activities. Moreover, the aging workforce and retirement issue is more acute in the upstream sector.

The focus of the study was on the oil and gas sector, and thus the research results may lack generalizability.

This paper fulfills an identified need for investigating the issues and challenges of knowledge retention regarding old age retiring employees by taking into account a global perspective and providing a comparison among different companies in different geographical locations.

In recent years, the financial system has been changing rapidly. At the same time, macroeconomic volatility has fallen in developed countries. The purpose of this paper is to examine how these developments may have affected the nature of systemic crises. The paper also aims to discuss how central banks and other financial regulators might respond to these developments with a clearer, more rigorous, operational framework for their systemic financial stability work.

The paper describes analytical models developed at the Bank of England to assess how recent developments may have affected the probability and potential impact of systemic financial crises. The results from these models help to shape the practical framework for the Bank's financial stability work.

The models suggest that financial innovation and integration, coupled with greater macroeconomic stability, have served to make systemic crises in developed countries less likely than in the past, but potentially more severe. Implementing a practical framework for financial stability work in response to this raises many formidable challenges.

If individuals are risk‐averse, the recent change in the profile of crises could lower welfare and would suggest that policymakers should place a higher premium on actions to monitor and mitigate systemic risk. The analysis also highlights the importance of differentiating the probability of risks from their potential impact.

The paper will be of interest to academics interested in systemic risk, central bankers, financial regulators, and financial market participants.

The purpose of this research is to understand whether an organization knows if it is ready to respond to a disaster and whether it has the capabilities to deliver relief. Our initial motivation was to identify unique resources possessed by the United States Navy (USN) and United States Marine Corps (USMC) due to their unique and critical capabilities for humanitarian operations. The recent frequency of disasters around the world suggests these events will continue to create demand for relief capabilities. For this reason we need to understand readiness metrics not just for USN and USMC but for humanitarian organizations (Hos) in general.

We survey relevant literature for understanding how HOs define and develop readiness metrics and associated factors. We studied documents including peer-reviewed scholarly articles, government documents, white papers, research papers and Department of Defense (DoD) briefings. We study literature that is significantly written for DoD, one, the vast experience of USN and USMC and two, the lessons learned have been documented. The literature offers substantial information on what readiness means and why it is important. This documented information is critical because it is known to the researchers in humanitarian operations that data is hard to come by.

The framework for readiness proposed at the end of this article is context the emergency responder probably uses in an informal fashion. The validation of readiness framework, we find exists in the supporting literature we review.

The understanding of readiness metrics for humanitarian operations for the organizations we study may offer insight into other HOs. The insights we gain may not be pivotal or counterintuitive to the conclusions based on commonsense. However, they are supported by the literature review. We formalize the concept based on conclusions of a set of diverse set of researchers and practitioners such as academic scholars, DoD personnel and government officials involved in humanitarian missions, USAID representatives that are repeatedly tasked for being ready, military and government officers from host and foreign countries and many more.

This study aims to explore UK Business Improvement Districts' (BIDs) responses and practices to the COVID crisis and evaluates how these influenced their organisational identity. The paper aims to highlight the possible shift in BIDs' operations that can lead to their positioning as integral facilitators of place management initiatives in their local areas.

The authors stress the confused nature of BID identity and highlight how BID activities and business plans correspond to subsequent crises through the lens of crisis management and disaster management frameworks. A mixed-methods, exploratory, sequential approach was taken, incorporating interviews and survey responses from UK BID managers in two distinct phases between October and December 2020.

The findings of the study suggest a greater emphasis on communication strategies and the formation of partnerships during the lockdown periods, along with a renewed understanding of a BID's role towards place leadership, resilience and public safety.

The practical implications of this work show a shift in BID business practices, programmes and services and highlight the need to establish a set of industry standards and best practices with enhanced place leadership responsibilities.

The research provides a detailed snapshot of the UK BID industry during the COVID crisis and shows the possibility for BIDs to reframe their identity as locally bound, place-based organisations that have a more direct role in place management.