Managing Organizational Crisis and Brand Trauma

 
 
Palgrave Macmillan (Verlag)
  • erschienen am 18. August 2018
 
  • Buch
  • |
  • Softcover
  • |
  • 272 Seiten
978-3-319-86920-9 (ISBN)
 
This book offers a framework for dealing with a new phenomenon affecting organizations and their stakeholders: brand trauma. Brand trauma puts an organization's credibility at risk as stakeholders, shaken by the effects of a crisis or a crisis' poor management reassess their relationship with the organization. The Deepwater Horizon oil spill, police harassment, Volkswagen's tampering with pollution devices, Wells Fargo's treatment of customer accounts, and the sexual exploits of politicians, educators and other high profile individuals are organizational crises that may trigger brand trauma. The author discusses both organizational and brand trauma with models and illustrations. Those in journalism, law and the justice department, criminologists, marketing, and public relations specialists well as members of an organization's leadership teams and advisory boards will find the material useful.
Softcover reprint of the original 1st ed. 2018
  • Englisch
  • Cham
  • |
  • Schweiz
Springer International Publishing
  • Für Beruf und Forschung
  • 9 s/w Abbildungen, 3 farbige Abbildungen
  • |
  • 3 Illustrations, color; 9 Illustrations, black and white; XV, 256 p. 12 illus., 3 illus. in color.
  • Höhe: 210 mm
  • |
  • Breite: 148 mm
  • |
  • Dicke: 14 mm
  • 356 gr
978-3-319-86920-9 (9783319869209)
10.1007/978-3-319-60726-9
weitere Ausgaben werden ermittelt

Dennis Tafoya (PhD, the University of Michigan, MS, the University of Pennsylvania) has more than 30 years of academic and business experience across a variety of fields. He is president of CompCite Inc., an international research and development firm that focuses on factors that affect performance at individual, group and organizational levels. He has authored the "Advance/Recover Database" an inter/intranet tool to improve individual knowledge, decision making and problem solving capabilities, numerous articles and four books: The Effective Organization (2010), Organizations in Crisis (Palgrave/Macmillan, 2013), Marginal Organizations: Analyzing Organizations at the Edge of Society's Mainstream (Palgrave/Macmillan, 2014) and Managing Organizational Crisis and Brand Trauma (Palgrave/Macmillan, 2017).

Tafoya has significant international experience ranging from numerous papers and research studies, hands-on work with international management and sales teams and has prepared specific whitepapers for the European Union describing the role of "Steel as a Global Industry" (presented at European Community Conference, la-Napoule, France 1992); the possible role and emergence of Dubai as a money-broker for the mid-east, ("Dubai, UAE: Fountainhead for the Mid-East's 21st Century", November 12, 1997); and, as a guest of the Yeltsin government to examine management issues in a post-Soviet Union society ("Russia and Its Move from Communism to Free Market Economy: Challenges for Management" August, 1999). He has written and holds patents related to knowledge management (US 6,834,274) and performance forecasting (US 7,865,383), has participated in government programs aimed at measuring competency, labor relations and the value of STEM (Science, Technology, Engineering and Mathematics) in business and industry.


Chapter One Organizational Health: The Capacity to Manage Events (and their Downsides) requires an Organizations Steeped in Competent and Capable Individuals

Chapter Two: Trauma in Organizations: Triggering Organizational Trauma and the Trauma Model
Chapter Three: Brand Trauma
Chapter Four: When Trauma isn't a given (When an event that should produce trauma, doesn't)
Chapter Five: Measuring brand trauma
Chapter Six: Introducing, Re-establishing and Maintaining Order
Chapter Seven: Trauma Never goes away; It Still has to be Managed
Chapter 8: Conclusions -- Whether for legal or illegal reasons: Examine results in terms of your Purpose, Performance, and Progress


This book offers a framework for dealing with a new phenomenon affecting organizations and their stakeholders: brand trauma. Brand trauma puts an organization's credibility at risk as stakeholders, shaken by the effects of a crisis or a crisis' poor management reassess their relationship with the organization. The Deepwater Horizon oil spill, police harassment, Volkswagen's tampering with pollution devices, Wells Fargo's treatment of customer accounts, and the sexual exploits of politicians, educators and other high profile individuals are organizational crises that may trigger brand trauma. The author discusses both organizational and brand trauma with models and illustrations. Those in journalism, law and the justice department, criminologists, marketing, and public relations specialists well as members of an organization's leadership teams and advisory boards will find the material useful.

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