Results for 'Crisis management'

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  1. The Impact of Top Management Support for Strategic Planning on Crisis Management: Case Study on UNRWA-Gaza Strip.Mazen J. Al Shobaki, Youssef M. Abu Amuna & Samy S. Abu Naser - 2016 - International Journal of Academic Research and Development 1 (10):20-25.
    The study aims to analyze the impact of top management support for strategic planning on crisis management in UNRWA-Gaza Strip field in Palestine. Several descriptive analytical methods were used for this purpose, and a survey as a tool for data collection. Community size was (881), and the study sample was stratified random (268). The overall findings of the current study show that top management provides needed HR for strategic planning but with no financial support. Also there (...)
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  2.  59
    Ethics of Justice and Care in Corporate Crisis Management.Sheldene Simola - 2003 - Journal of Business Ethics 46 (4):351 - 361.
    Despite the importance of ethics in corporate crisis management, they have received limited attention in the academic literature. This article contributes to the evolving conversation on ethics in crisis management by elucidating the ethics of "justice" and "care" and distinguishing between them. Examples of the two approaches are offered through consideration of cases in corporate crisis management, including the alleged glass contamination case faced by Gerber Products Company, and, the shooting tragedy at San Ysidro (...)
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  3.  83
    Approaches to Ethics for Corporate Crisis Management.Per Sandin - 2009 - Journal of Business Ethics 87 (1):109-116.
    The ethics of corporate crisis management is a seriously underdeveloped field. Among recent proposals in the area, two contributions stand out: Seeger and Ulmer’s (2001) virtue ethics approach to crisis management ethics and Simola’s (2003) ethics of care. In the first part of the paper, I argue that both contributions are problematic: Seeger and Ulmer focus on top management and propose virtues that lack substance and are in need of further development. Simola’s proposal is also (...)
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  4.  34
    Crisis Management and an Ethic of Care: The Case of Northern Rock Bank. [REVIEW]Philip M. Linsley & Richard E. Slack - 2013 - Journal of Business Ethics 113 (2):285-295.
    Different ethical frameworks have been proposed as appropriate for integrating into crisis management strategies. This study examines an ethic of care approach to crisis management analysing the case of Northern Rock bank which was at the centre of the recent financial crisis in the UK. The development and maintenance of relationships is fundamental to an ethic of care approach and the research recognises this by examining the bank–stakeholder relationship both before and after the crisis. (...)
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  5.  24
    Perception and Organizational Crisis Management.Hooshang Kuklan - 1988 - Theory and Decision 25 (3):259-274.
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  6. Challenges for Documentation in Crisis Management: With a Focus on Traceability.Erik A. M. Borglund and Lena-Maria Öberg - 2014 - Iris 35.
     
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  7.  19
    Is the Optimism in CEO's Letters to Shareholders Sincere? Impression Management Versus Communicative Action During the Economic Crisis.Lorenzo Patelli & Matteo Pedrini - 2014 - Journal of Business Ethics 124 (1):1-16.
    In this study, we explore the sincerity of the rhetorical tone of 664 annual letters to shareholders (CEO letters). Prior studies adopt Impression Management theory to predict that firms obfuscate failures and emphasize successes to unfairly enhance their image and maintain organizational legitimacy. Yuthas et al. (J Bus Ethics 41:141–157, 2002) challenged such a view, showing that firms reporting earnings surprises engage in ethical discourse with shareholders. We adopt the methodology of Yuthas et al. (J Bus Ethics 41:141–157, 2002) (...)
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  8.  40
    Can Ethical Organizational Character Be Stimulated and Enabled?: “Upbuilding” Dialog as Crisis Management Method. [REVIEW]Richard P. Nielsen & Ron Dufresne - 2005 - Journal of Business Ethics 57 (4):311 - 326.
    Crisis management can be simultaneously a content specific problem solving process and an opportunity for stimulating and enabling an organizations ethical tradition. Crisis can be an opportunity for ethical organizational development. Kierkegaardian upbuilding dialog method builds from within the internal ethical tradition of an organization to respond to crises while simultaneously adapting and protecting the organizations tradition. The crisis itself may not be a directly ethical crisis, but the method of responding to the crisis (...)
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  9.  42
    Crisis Management & Team Effectiveness: A Closer Examination.Granville King - 2002 - Journal of Business Ethics 41 (3):235 - 249.
    Being able to effectively respond in the event a crisis is relevant to an organization''s survival. Whether or not an organization is prepared for a potential crisis depends upon senior officials, and other personnel operating within the company. Corporations with established crisis management teams are able to communicate and effectively respond in the event of a crisis. The purpose of this paper is to suggest effective crisis management depends upon several team-related factors that (...)
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  10.  18
    Proactive Crisis Management and Ethical Discourse: Dow Chemical's Issues Management Bulletins 1979-1990. [REVIEW]Debra A. Kernisky - 1997 - Journal of Business Ethics 16 (8):843-853.
    This study employed a Discourse Ethicality survey instrument to analyze the legitimacy and ethicality of one of Dow Chemical's externally focused, rhetorical, crisis management strategies. A stratified random sample of the issues management bulletin The Point Is . . ., published over a ten year time period, was evaluated. The bulletins were divided into three time periods corresponding to significant events in Dow's history over the ten year period. Statistical and thematic analysis determined that perceived legitimacy and (...)
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  11.  16
    Crisis Management & Team Effectiveness: A Closer Examination.Granville King Iii - 2002 - Journal of Business Ethics 41 (3):235-249.
    Being able to effectively respond in the event a crisis is relevant to an organization's survival. Whether or not an organization is prepared for a potential crisis depends upon senior officials, and other personnel operating within the company. Corporations with established crisis management teams are able to communicate and effectively respond in the event of a crisis. The purpose of this paper is to suggest effective crisis management depends upon several team-related factors that (...)
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  12.  5
    Can Ethical Organizational Character Be Stimulated and Enabled?:?Upbuilding? Dialog As Crisis Management Method.Richard P. Nielsen & Ron Dufresne - 2005 - Journal of Business Ethics 57 (4):311-326.
    Crisis management can be simultaneously a content specific problem solving process and an opportunity for stimulating and enabling an organization's ethical tradition. Crisis can be an opportunity for ethical organizational development. Kierkegaardian "upbuilding" dialog method builds from within the internal ethical tradition of an organization to respond to crises while simultaneously adapting and protecting the organization's tradition. The crisis itself may not be a directly ethical crisis, but the method of responding to the crisis (...)
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  13.  33
    Social Media in Disaster Risk Reduction and Crisis Management.David E. Alexander - 2014 - Science and Engineering Ethics 20 (3):717-733.
    This paper reviews the actual and potential use of social media in emergency, disaster and crisis situations. This is a field that has generated intense interest. It is characterised by a burgeoning but small and very recent literature. In the emergencies field, social media (blogs, messaging, sites such as Facebook, wikis and so on) are used in seven different ways: listening to public debate, monitoring situations, extending emergency response and management, crowd-sourcing and collaborative development, creating social cohesion, furthering (...)
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  14.  23
    Introduction to Special Issue: Japan's Crisis Management Amid Growing Complexity: In Search of New Approaches.Alexandra Sakaki & Kerstin Lukner - 2013 - Japanese Journal of Political Science 14 (2):155-176.
    The 3/11 triple disaster, comprising the powerful earthquake, devastating tsunami, and nuclear meltdowns at the Fukushima nuclear power complex, has drawn worldwide attention to Japan's crisis management capabilities. This article lays out key concepts used in analyzing crises and addresses major trends in contemporary crisis management endeavors. It then turns to the Japanese case, identifying six key themes in the debates about the country's crisis management capabilities. In tracing and exploring past reform efforts, the (...)
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  15.  19
    The Crisis Management Capability of Japan's Self Defense Forces for UN Peacekeeping, Counter-Terrorism, and Disaster Relief.Katsumi Ishizuka - 2013 - Japanese Journal of Political Science 14 (2):201-222.
    This article examines the crisis management capabilities of Japan's Self Defense Forces (SDF) in the areas of United Nations (UN) peacekeeping, counter-terrorism, and disaster relief. The three types of overseas operations were all initiated by Japan as a response to international crises. While SDF crisis management capabilities for UN peacekeeping operations have steadily evolved, room for improvement remains. For example, Japan's commitment to logistic and rapid deployment missions could be strengthened. Regarding the second type of operations, (...)
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  16.  10
    Crisis Management and Public Health: Ethical Principles for Priority Setting at a Regional Level in Sweden.Anders Nordgren - 2015 - Public Health Ethics 8 (1):72-84.
    In this article I analyse and discuss guidelines for priority setting in crisis management at a regional level in Sweden. The guidelines concern three types of crises: pandemics, large losses of electric power and interruptions in water supply. Pandemics are typical public health issues. Large losses of electric power and interruptions in water supply are in themselves not, but may have serious public health consequences. These guidelines are compared with guidelines for priority setting in health care. This is (...)
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  17.  3
    Towards a Multiagent Decision Support System for Crisis Management.Frédéric Serin & Fahem Kebair - 2011 - Journal of Intelligent Systems 20 (1):47-60.
    Crisis management is a complex problem raised by the scientific community currently. Decision support systems are a suitable solution for such issues, they are indeed able to help emergency managers to prevent and to manage crisis in emergency situations. However, they should be enough flexible and adaptive in order to be efficient to solve complex problems that are plunged in dynamic and unpredictable environments. The approach we propose in this paper addresses this challenge. First, we expose a (...)
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  18.  19
    Crisis Management, LDP, and DPJ Style.Ellis Krauss - 2013 - Japanese Journal of Political Science 14 (2):177-199.
    This article asks the questions: Did the DPJ engage in crisis response and management differently than the LDP did? If so, why? If not, why not? In order to try to answer these questions systematically I use an inductive comparative method of choosing three equivalent each under the LDP and the DPJ in which they responded to a similar type of crisis. The crises selected were Okinawa bases issues in 1995 (LDP) and 2009 (DPJ), Senkaku Islands under (...)
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  19. Emotion Management in Crisis Situations.Gheorghe-Ilie Farte - 2013 - Argumentum. Journal of the Seminar of Discursive Logic, Argumentation Theory and Rhetoric 11 (2):59-70.
    In this paper I try to clarify and systematize some contributions with regard to (a) the main aspects of crisis situations that impose the management of emotions, (b) the correlation of certain social emotions with the factors that trigger them and their related tendencies to act, (c) the essential elements of emotional experience, (d) the differentiation of appropriate emotional reactions to a crisis situation from the inappropriate ones; (e) the in-stances in which emotions can be managed, and (...)
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  20.  29
    Using the Code of Ethics in Crisis Management Involving Complex Political Environments.A. L. Melnick & R. G. Bernheim - 2009 - Philosophy of Management 8 (2):13-20.
    This paper explores the use of an ethics framework based on the Public Health Code of Ethics to guide rationing decisions during a pandemic flu crisis involving a shortage of ventilators. While the law provides public health officials with authority to act, public health officials, as community leaders and health department managers, must address complex questions about how they should use their legal authority, how they can ethically justify a particular action, how they should engage community stakeholders in decision (...)
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  21.  17
    Public Mental Health Crisis Management and Section 136 of the Mental Health Act.Aileen O’Brien, Faisil Sethi, Mark Smith & Annie Bartlett - 2018 - Journal of Medical Ethics 44 (5):349-353.
    The interface between mental health services and the criminal justice system presents challenges both for professionals and patients. Both systems are stressed and inherently complex. Section 136 of the Mental Health Act is unusual being both an aspect of the Mental Health Act and a power of arrest. It has a long and controversial history related to concerns about who has been detained and how the section was applied. More recently, Section 136 has had a public profile stemming from the (...)
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  22.  7
    Debt Cancellation in the Classical and Hellenistic Poleis: Between Demagogy and Crisis Management.Lucia Cecchet - 2018 - The European Legacy 23 (1-2):127-148.
    This article discusses the way the ancient Greeks dealt with public and private debts, focusing on one specific aspect: debt cancellation. On the one hand, ancient Greeks were aware of the risks entailed in debt relief as a tool for fuelling civic strife: sources describe it as a demagogic or even criminal action often in association with the political agenda of tyrants. On the other hand, however, Greeks knew well also the benefic effects of debt cancellation in coping with financial (...)
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  23.  7
    8 Crisis Management.Genserik Reniers & Thierry Meyer - 2016 - In Genserik Reniers & Thierry Meyer (eds.), Engineering Risk Management. De Gruyter. pp. 235-252.
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  24. Crisis Management in Education: Human and Legal Concerns.Roger John Callan - 1993 - International Journal of Value-Based Management 6 (1):75-82.
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  25. What Crisis? Management Researchers’ Experiences with and Views of Scholarly Misconduct.Christian Hopp & Gary A. Hoover - forthcoming - Science and Engineering Ethics:1-40.
    This research presents the results of a survey regarding scientific misconduct and questionable research practices elicited from a sample of 1215 management researchers. We find that misconduct is not encountered often by reviewers nor editors. Yet, there is a strong prevalence of misrepresentations. When it comes to potential methodological improvements, those that are skeptical about the empirical body of work being published see merit in replication studies. Yet, a sizeable majority of editors and authors eschew open data policies, which (...)
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  26.  4
    Agile Ethics: An Iterative and Flexible Approach to Assessing Ethical, Legal and Social Issues in the Agile Development of Crisis Management Information Systems.Inga Kroener, David Barnard-Wills & Julia Muraszkiewicz - forthcoming - Ethics and Information Technology.
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  27.  15
    Clinical Ethics Committees: Clinician Support or Crisis Management[REVIEW]Deryck Beyleveld, Roger Brownsword & Susan Wallace - 2002 - HEC Forum 14 (1):13-25.
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  28. The S.P.D.: A Party of Enlightened Crisis Management.Oskar Negt - 1983 - Thesis Eleven 7 (1):54-66.
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  29.  18
    Research of the Effectiveness of Strategic Leadership in Crisis Management a Comparative Study in Large Scale Enterprises and SMES in Konya 3rd Industrial Zone.Celik Adnan & Yilmaz Rabia - 2016 - Postmodern Openings 7 (2):93-114.
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  30.  18
    Reflect or Defend? Project Management as an Existential Response to Organisational Crisis.Bradley Rolfe - 2011 - Philosophy of Management 10 (3):59-77.
    Utilising Richard Rorty’s criticism of epistemology, this paper will demonstrate the manner in which traditional project management attempts to apply a reductive and limited range of quasi-scientific techniques to problems that continually defy such reduction. The argument will be made that project management is better considered as an existential response to organisational crisis rather than the systemic application of principles to achieve pre-determined objectives. Within the range of an existential response, two kinds of response are proposed: the (...)
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  31.  6
    Between Crisis Management and Social Movements: The Place of Institutional Reform.J. L. Cohen - 1982 - Télos 1982 (52):21-40.
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  32. Challenges for Documentation in Crisis Management: With a Focus on Traceability.Erik Am Borglund & Lena-Maria Öberg - 2014 - Iris 35.
     
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  33.  4
    " Complexity in Urban Crisis Management Amesterdam's Response to the Bijlmer Air Disaster"[Book Review].Colin R. Fiford - 1996 - Complexity 11 (1).
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  34.  4
    Pacifist Ideology and International Crisis Management.H. Lorković - 1995 - History of European Ideas 20 (1-3):517-522.
  35.  7
    Perils of Professionalization: Chronicling a Crisis and Renewing the Potential of Healthcare Management.Nathan Gerard - forthcoming - Health Care Analysis:1-20.
    This paper critically examines efforts to “professionalize” the field of healthcare management and its corresponding costs. Drawing upon the scholarly critiques of professionalization in medicine and the broader field of management, this paper seeks to explore the symbolic role professionalization might play in the psyche of its constituents, and specifically its function as a defense against uncertainty and anxiety. This psychodynamic heuristic is then deployed to put forth the hypothesis that an ongoing crisis of professional identity continues (...)
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  36.  92
    Being and Care in Organisation and Management – A Heideggerian Interpretation of the Global Financial Crisis of 2008.Michela Betta, Robert Jones & James Latham - 2014 - Philosophy of Management 13 (1):5-20.
    We propose to understand the global financial crisis of 2008 as an historical event marked by public decisions, economic evaluations and ratings, and business practices driven by a sense of subjugation to powerful others, uncritical conformity to serendipitous rules, and a levelling down of all meaningful differences. The crisis has also revealed two important things: that the free-market economy has inherent problems highlighting the limits of business, and, consequently, that the business organisation is not as strong as is (...)
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  37.  17
    Environmental Management in Times of Crisis.Johanne Grosvold & Grosvold Dahlmann - 2010 - Proceedings of the International Association for Business and Society 21:105-120.
    This study sets out to evaluate the role and emerging salience of environmental managers in a longitudinal perspective through a series of interviews with UK based environmental managers. Our results suggest that coercive isomorphic pressures are particularly important in driving the increased salience of the environmental management role and that stakeholder pressures overall have increased since 2006 which has further contributed to the environmental management function emerging as central to the business organisation. Views on the impact of the (...)
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  38.  2
    State Regulation or State Capitalismc: A Systems Approach to Crisis Prevention and Management.Yuri Yevdokimov & Mikhail A. Molchanov - 2013 - International Journal of Management Concepts and Philosophy 7 (1):1.
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  39.  48
    Virtuous Responses to Organizational Crisis: Aaron Feuerstein and Milt Colt. [REVIEW]Matthew W. Seeger & Robert R. Ulmer - 2001 - Journal of Business Ethics 31 (4):369 - 376.
    This study examines two recent cases of ethical responses to crisis management; the 1995 fire at Malden Mills and Aaron Feuerstein''s response, and a 1998 fire at Cole Hardwoods, followed by the response of CEO Milt Cole. The authors describe these crises, the responses of Feuerstein and Cole, their motivations and the impact on crisis stakeholders using the principles of virtue ethics and effective crisis management. What emerges is set of post-crisis virtues grounded in (...)
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  40.  2
    From Suicide Due to an Economic-Financial Crisis to the Management of Entrepreneurial Health: Elements of a Biographical Change Management Service and Clinical Implications.Gian Piero Turchi, Antonio Iudici & Elena Faccio - 2019 - Frontiers in Psychology 10.
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  41. Self-Management and the Crisis of Socialism.Robert Ware - 2003 - Dialogue 42 (1):174-176.
     
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  42. Self-Management and the Crisis of Socialism: The Rose in the Fist of the Present.Michael W. Howard - 2000 - Rowman & Littlefield Publishers.
    While some conclude from the revolutions of 1989 that socialism is dead, interest in socialism continues because of persisting problems of contemporary capitalism. In this exciting text, Michael W. Howard offers critiques of liberal, communitarian, postmodern and some Marxist perspectives in order to develop a 'left-liberal' defense of a model of self-managed market socialism that includes a basic income for all. Specific applications of his view include analyses of its implications for the global marketplace, the changing nature of workplaces, and (...)
     
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  43. Self-Management and the Crisis of Socialism: The Rose in the Fist of the Present.Michael W. Howard - 2002 - Science and Society 66 (4):545-548.
     
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  44.  26
    On Bertell Ollman's Market Socialism: The Debate Among Socialists and Michael Howard's Self-Management and the Crisis of Socialism.Paresh Chattopadhyay - 2002 - Historical Materialism 10 (1):223-250.
  45.  14
    Self-Management and the Crisis of Socialism; The Rose in the Fist of the Present Michael W. Howard Studies in Social, Political, and Legal Philosophy. Lanham, MD: Rowman & Littlefield, 2000, Xxiii + 279 Pp. [REVIEW]Robert Ware - 2003 - Dialogue 42 (1):174-.
  46. La Crisis Del Management: De la Empresa Tradicional a la Organización Virtual.Sheila Rincón Urdaneta - 2002 - Telos: Critical Theory of the Contemporary 4 (2):200-210.
     
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  47.  1
    The Boston GlobeEthics Crisis: Muddied Standards, Muddled Management.Dawn‐Marie Driscoll & W. Michael Hoffman - 1999 - Business and Society Review 104 (2):199-208.
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  48. La Crisis Del Management: De la Empresa Tradicional a la Organización Virtual.Sheila Rincón Urdaneta - 2002 - Telos (Venezuela) 4 (2):200-210.
     
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  49. Management Crisis in the New Class.E. M. Roe - 1988 - Télos 1988 (76):134-143.
  50. Self-Management and the Crisis of Socialism. [REVIEW]Robert Ware - 2003 - Dialogue 42 (1):174-176.
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