Crisis management is often viewed as a short-term response to a specific event. While that is a part of the crisis management process, Crisis Management in the New Strategy Landscape takes a long term approach and offers a strategic orientation to crisis management.
The text follows a four stage crisis management framework: Landscape survey (anticipating crisis events), strategic planning (setting up the crisis management team and plan), crisis management (addressing the crisis when it occurs), and organizational learning (applying lessons from crisis so they will be prevented, or at least mitigated in the future).
Features & Benefits
- Strategic approach used throughout the text
- New trends in crisis management
- Material on business ethics
- What to do after the crisis
- Case studies and vignettes at the beginning and end of each chapter
Sprache
Verlagsort
Zielgruppe
Maße
Höhe: 254 mm
Breite: 178 mm
Gewicht
ISBN-13
978-1-4129-5413-6 (9781412954136)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
William "Rick" Crandall (PhD, University of Memphis) is professor of Management at the University of North Carolina at Pembroke. Previously, Dr Crandall taught for eleven years at Concord College, Athens, where he served on the college's crisis management team. Dr Crandall's articles on crisis management have appeared in a wide range of journals.
John A. Parnell (PhD, University of Memphis, EdD, Campbell University; MAEd, East Carolina University) is the William Henry Belk Distinguished Professor of Management at the University of North Carolina at Pembroke, where he was recipient of the 2005 Adolph Dial Award for Scholarly and Creative Activity.
John E. Spillan (PhD, Warsaw School of Economics) is professor of Business Administration at the University of North Carolina at Pembroke. His research interests center on crisis management, international marketing, entrepreneurship, and international business. His articles have appeared in a wide range of journals.
Preface
1. A Framework for Crisis Management
Visualizing Crisis Management
Setting the Context
Developing a Framework for Studying Crisis Management
A Framework for Crisis Management
Development of the Book
Summary
Questions for Discussion
Chapter Exercise
Mini Case: Pet Food Crisis
References
2. The Crisis Management Landscape
The SK-II Crisis
The Crisis Management Landscape
Business and Society's Increasing Reliance on the Internet
Summary
Questions for Discussion
Chapter Exercise
Mini Case: The BlackBerry Outage
References
3. Sources of Organizational Crises
Royal Caribbean
Crises and the External Environment
Crises and the Industry Life Cycle
Crises and the Organizational Life Cycle
Summary
Questions for Discussion
Chapter Exercise
Mini Case: The Perrigo Recall
References
4. Strategic Planning and Assessing Crisis Vulnerability
Source Perrier
A Strategic Approach to Crisis Prevention
Organizational Culture and Crisis Planning
Summary
Questions for Discussion
Chapter Exercise
Mini Case: InBev, Anheuser-Busch, and Spykes
References
5. Forming the Crisis Management Team and Plan
Concord College
Forming the Crisis Management Team (CMT)
The Crisis Management Plan (CMP)
Crisis Management Training
Summary
Questions for Discussion
Chapter Exercise
Mini Case: University of Colorado Hit With Crises Concerning Football Scandals and a "Free Speech" Problem
References
6. Organizational Strategy and Crises
Frontier Hotel
Strategy and Crises
The Strategic Control Process
Retrenchment Strategies
Summary
Questions for Discussion
Chapter Exercise
Mini Case: Don Imus
References
7. Crisis Management: Taking Action When Disaster Hits
The Ferry Crisis
The Beginning of the Crisis: Leadership, Strategies, and Activities
The Mid-Crisis Stage: Response and Mitigation
The End of the Crisis: Where to Go From Here?
Summary
Questions for Discussion
Chapter Exercise
Mini Case: The Explosion in Toulouse, France
References
8. Crisis Communication
BCT Hotel
Initiating the Communication Process
Crisis Communication With Internal Stakeholders
Crisis Communication With External Stakeholders
Evaluating the Success of the Crisis Communication Process
Crisis Communication Training
Summary
Questions for Discussion
Chapter Exercise
Mini Case: The "Accidental" Homicide
References
9. The Importance of Organizational Learning
TEDA Dynamics
Levels of Learning
Organizational Learning From a Crisis
Redesigning the Crisis Management Plan: The Learning Response
Improving the Crisis Management Process
Building a Learning Organization
Barriers to Learning
Summary
Questions for Discussion
Chapter Exercise
Mini Case: Repeated Violations
References
10. The Underlying Role of Ethics in Crisis Management
Hawks Nest
Background
What Is Business Ethics?
Landscape Survey: Uncovering the Ethical Boulders
Strategic Planning: Confronting the Ethical Boulders
Crisis Management: Further Considerations During an Ethical Crisis
Organizational Learning: Lessons From the Ethical Crisis
Summary
Questions for Discussion
Chapter Exercise
Mini Case: HP-- Where "Uncompromising integrity" and Unethical Behavior Collide
References
11. Chaos Theory: An Alternative Paradigm in the Study of Organizational Crises
The Malden Mills Fire
The Appeal of Chaos Theory
Components of Chaos Theory
Chaos Theory and Organizational Crises
Implications for Research and Management
Limitations on the Use of Chaos Theory
Summary
Questions for Discussion
Chapter Exercise
Mini Case: Comair Crash Shows That Details Matter
References
12. Emerging Trends in Crisis Management
The New Madrid Earthquake Fault
The Landscape Survey
Strategic Planning
Crisis Management
Organizational Learning
Summary
Questions for Discussion
Chapter Exercise
Mini Case: The Great Molasses Spill
References
Appendix A. Sample Outline of Items to Include in the Crisis Management Plan
Index
About the Authors
