Crisis management in the new strategy landscape:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Los Angeles [u.a.]
SAGE
2010
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | XIV, 265 S. graph. Darst. 26 cm |
| ISBN: | 9781412954136 1412954134 |
Internformat
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Datensatz im Suchindex
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| adam_text | Titel: Crisis management in the new strategy landscape
Autor: Crandall, William R.
Jahr: 2010
Brief Contents
Preface xiii
1. A Framework for Crisis Management 1
2. The Crisis Management Landscape 21
3. Sources of Organizational Crises 41
4. Strategic Planning and Assessing Crisis Vulnerability 63
5. Forming the Crisis Management Team and Plan 85
6. Organizational Strategy and Crises 109
7. Crisis Management: Taking Action When Disaster Hits 129
8. Crisis Communication 149
9. The Importance of Organizational Learning 171
10. The Underlying Role of Ethics in Crisis Management 193
11. Chaos Theory: An Alternative Paradigm in the Study
of Organizational Crises 219
12. Emerging Trends in Crisis Management 239
Appendix. Sample Outline of Items to Include in the Crisis
Management Flan 257
Index 261
About the Authors 265
Detailed Contents
Preface xiii
1. A Framework for Crisis Management 1
Visualizing Crisis Management 1
Setting the Context 2
Developing a Framework for Studying Crisis Management 3
Crisis Definition 3
Strategic Orientation 5
Previous Crisis Management Frameworks:
Classifications of Crises 6
Previous Crisis Management Frameworks: Stages of Crises 7
A Framework for Crisis Management 10
Landscape Survey 11
Strategic Planning 12
Crisis Management 1 3
Organizational Learning 1 3
Development of the Book 14
Section One: Introduction to the Book 14
Section Two: Landscape Survey 14
Section Three: Strategic Planning 1 5
Section Four: Crisis Management 16
Section Five: Organizational Learning 16
Section Six: An Alternative Paradigm and Emerging Trends 16
Summary 17
Questions for Discussion 1 7
Chapter Exercise 18
Mini Case: Pet Food Crisis 18
References 9
2. The Crisis Management Landscape 21
The SK-1I Crisis 22
The Crisis Management Landscape 23
The Proliferation of Unusual Weather Patterns,
Natural Disasters, and the Multiple Disaster Problem 24
The Ongoing Threat of Terrorism 25
Business and Society s Increasing Reliance on the Internet 26
The Increase in Human-Induced Crises 27
The Problem of Sustainability and Environmental
Damage by Organizations 3
The Trend Toward Globalization and Outsourcing 32
Summary
Questions for Discussion
Chapter Exercise 3
Mini Case: The BlackBerry Outage 3
References
3. Sources of Organizational Crises
Royal Caribbean
Crises and the External Environment
44
Political-Legal Forces
Economic Forces
A Q
Social Forces
Technological Forces
Crises and the Industry Life Cycle 5
Introduction
Growth 5
Shakeout 54
Maturity 5
Decline 5
Crises and the Organizational Life Cycle ^
Stage One: Existence 55
Stage Two: Survival 5^
Stage Three: Success 56
Stage Four: Renewal 56
Stage Five: Decline ^
Summary 5
Questions for Discussion 59
Chapter Exercise 59
Mini Case: The Perrigo Recall 59
References 6l
4. Strategic Planning and Assessing Crisis Vulnerability 63
Source Perrier 64
A Strategic Approach to Crisis Prevention 66
Managing Environmental Uncertainty 68
Environmental Scanning 7l
Assessing Crisis Vulnerability 7^
Organizational Culture and Crisis Planning 77
Summary 79
Questions for Discussion 80
Chapter Exercise 80
Mini Case: inBev, Anheuser-Busch, and Spykes 80
References 81
5. Forming the Crisis Management Team and Plan 85
Concord College 86
Forming the Crisis Management Team (CMT) 87
Goals of the CMT 87
Team Member Characteristics 89
Team Composition 89
Virtual Crisis Management Teams 91
Potential Problems 92
The Crisis Management Plan (CMP) 94
Basic Components of the Plan 94
Distribution of the CMP 97
Crisis Management Training 97
Regular CMT Meetings 97
Disaster Drills 98
The Mock Disaster 99
Summary 103
Questions for Discussion 104
Chapter Exercise 104
Mini Case: University of Colorado Hit With Crises
Concerning Football Scandals and a Free Speech Problem 105
References 106
6. Organizational Strategy and Crises 109
Frontier Hotel 1 io
Strategy and Crises 111
The Dilemma of Intended and Realized Strategies 111
The Multiple Levels of Strategy 113
The Strategic Control Process 118
Retrenchment Strategies ] 22
Summary 124
Questions for Discussion 125
Chapter Exercise 125
Mini Case: Don Imus 1 25
References 127
7. Crisis Management: Taking Action When Disaster Hits 129
The Ferry Crisis 130
The Beginning of the Crisis: Leadership, Strategies, and Activities 131
Leadership During the Crisis 1 32
Initiating the Situational Analysis 133
Beginning the Mitigation Strategies 1 34
Utilizing a Spokesperson i 35
Establishing and Monitoring an
Information-Gathering System 136
The Mid-Crisis Stage: Response and Mitigation 1 37
Damage Containment 138
Communicating With Internal and External Stakeholders 1 38
Evaluating What Is Going Right and What Is Not 139
The End of the Crisis: Where to Go From Here? 141
Assessment of the Damage 141
Business Continuity Implementation 141
Summary 143
Questions for Discussion 143
Chapter Exercise 143
Mini Case: The Explosion in Toulouse. France 144
References 146
149
8. Crisis Communication
BCT Hotel 150
Initiating the Communication Process 151
Crisis Communication With Internal Stakeholders 52
The Command and Control Function !52
Communications to the General Employee Population 154
Crisis Communication With External Stakeholders l56
Designating a Spokesperson l56
Communication Strategies: The Coombs Framework 157
Communicating With Customers 158
Communicating With the News Media 160
Monitoring the Internet 161
Evaluating the Success of the Crisis Communication Process 162
Debriefing/Postcrisis Analysis !62
Crisis Communication Training 163
Media Training ] 63
Summary * ^4
Questions for Discussion 16^
Chapter Exercise ^
Mini Case: The Accidental Homicide 167
References l68
9. The Importance of Organizational Learning 171
TEDA Dynamics 172
Levels of Learning 17Z*
Organizational Learning From a Crisis 17^
Redesigning the Crisis Management Plan:
The Learning Response 17^
Leadership Changes 175
Crisis Management Procedures I76
Resource Allocations 176
Improving the Crisis Management Process (76
Identify Problems 176
Reestablish Objectives I77
Redesign Processes 177
Recognize the Presence of
Interdependence in All Organizations 177
Build Resilience Through Redundancy I78
Building a Learning Organization 179
Systems Thinking 180
Personal Mastery 180
Mental Models 180
Building Shared Vision 181
Team Learning 181
Learning From a Crisis Event 182
Landscape Survey 183
Strategic Planning 183
Crisis Management 184
Organizational Learning 185
Barriers to Learning 135
Too Many Programmed Decisions 185
Information Asymmetry Between
a Product Maker and Its Users 186
There Is a Culture of Scapegoating 188
There Is a Status Quo-Seeking Culture 188
Summary 188
Questions for Discussion 189
Chapter Exercise 189
Mini Case: Repeated Violations 190
References 191
10. The Underlying Role of Ethics in Crisis Management 193
Hawks Nest 194
Background 195
What Is Business Ethics? 195
Business Ethics and the Crisis Management Framework 197
Landscape Survey: Uncovering the Ethical Boulders 199
The Ethical Environment and the Board of Directors 200
The Safety Policies of the Organization 201
The Economic Motives Among Top
Executives and Management 201
The Degree of Industry Vulnerability 203
The Vulnerability of the Organization in the
Global Environment 203
Strategic Planning: Confronting the Ethical Boulders 205
The Enthusiasm for Crisis Management and Training 205
The Focus on the Prevention of Ethics Breaches 205
Abiding by Existing Government Regulations 206
Abiding by Current Industry Standards 207
Crisis Management: Further Considerations During
an Ethical Crisis 208
The Management of Internal Stakeholders 208
The Management of External Stakeholders 209
Organizational Learning: Lessons From the Ethical Crisis 209
Evaluating the Ethical Management Process 209
The Commitment to Organizational Learning 210
The Benefits of Industry Renewal 210
The Inevitability of New Government Regulations 211
Anticipating New Stakeholder Outlooks 211
Summary 213
Questions for Discussion 214
Chapter Exercise 214
Mini Case: HP—Where Uncompromising Integrity and
Unethical Behavior Collide 215
References 215
11. Chaos Theory: An Alternative Paradigm in the Study
of Organizational Crises 219
The Maiden Mills Fire 219
The Appeal of Chaos Theory 220
Components of Chaos Theory 221
Sensitive Dependence on Initial Conditions • ¦1
Unpredictability in the Long Run
Bifurcations
222
Attractors
223
Nonlineanty
Feedback 223
Self-Organization J
Chaos Theory and Organizational Crises 223
Sensitive Dependence to Initial Conditions 224
Unpredictability in the Long Run 225
Bifurcations 225
Attractors 226
Nonlinearity 227
Feedback (Positive and Negative) 227
Self-Organization 228
Implications for Research and Management 228
Limitations of the Use of Chaos Theory 232
734
Summary 4-
Questions for Discussion ¦
Chapter Exercise 23
Mini Case: Comair Crash Shows That Details Matter 236
937
References c
12. Emerging Trends in Crisis Management 239
The New Madrid Earthquake Fault 239
The Landscape Survey 24^
The Internal Landscape 24°
The External Landscape 242
Strategic Planning 244
The Internal Landscape
The External Landscape
Crisis Management
The Internal Landscape 247
The External Landscape 248
Organizational Learning 249
The Internal Landscape 24^
The External Landscape 251
Summary 253
Questions for Discussion 253
Chapter Exercise 253
Mini Case: The Great Molasses Spill 254
References 255
Appendix. Sample Outline of Items to Include in the Crisis
Management Plan 257
Index 261
About the Authors 265
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| spelling | Crandall, William R. 1956- Verfasser (DE-588)135722470 aut Crisis management in the new strategy landscape William "Rick" Crandal ; John A. Parnell ; John E. Spillan Los Angeles [u.a.] SAGE 2010 XIV, 265 S. graph. Darst. 26 cm txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Crisis management Strategisches Management (DE-588)4124261-0 gnd rswk-swf Krisenmanagement (DE-588)4127374-6 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Krisenmanagement (DE-588)4127374-6 s DE-604 Unternehmen (DE-588)4061963-1 s Strategisches Management (DE-588)4124261-0 s DE-188 Parnell, John A. Sonstige oth Spillan, John E. Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=020333837&sequence=000004&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Crandall, William R. 1956- Crisis management in the new strategy landscape Crisis management Strategisches Management (DE-588)4124261-0 gnd Krisenmanagement (DE-588)4127374-6 gnd Unternehmen (DE-588)4061963-1 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4127374-6 (DE-588)4061963-1 |
| title | Crisis management in the new strategy landscape |
| title_auth | Crisis management in the new strategy landscape |
| title_exact_search | Crisis management in the new strategy landscape |
| title_full | Crisis management in the new strategy landscape William "Rick" Crandal ; John A. Parnell ; John E. Spillan |
| title_fullStr | Crisis management in the new strategy landscape William "Rick" Crandal ; John A. Parnell ; John E. Spillan |
| title_full_unstemmed | Crisis management in the new strategy landscape William "Rick" Crandal ; John A. Parnell ; John E. Spillan |
| title_short | Crisis management in the new strategy landscape |
| title_sort | crisis management in the new strategy landscape |
| topic | Crisis management Strategisches Management (DE-588)4124261-0 gnd Krisenmanagement (DE-588)4127374-6 gnd Unternehmen (DE-588)4061963-1 gnd |
| topic_facet | Crisis management Strategisches Management Krisenmanagement Unternehmen |
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