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"Crisis Management"
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Organizing for Crisis Management: Building Governance Capacity and Legitimacy
What makes a well-functioning governmental crisis management system, and how can this be studied using an organization theory–based approach? A core argument is that such a system needs both governance capacity and governance legitimacy. Organizational arrangements as well as the legitimacy of government authorities will affect crisis management performance. A central argument is that both structural features and cultural context matter, as does the nature of the crisis. Is it a transboundary crisis? How unique is it, and how much uncertainty is associated with it? The arguments are substantiated with empirical examples and supported by a literature synthesis, focusing on public administration research. A main conclusion is that there is no optimal formula for harmonizing competing interests and tensions or for overcoming uncertainty and ambiguous government structures. Flexibility and adaptation are key assets, which are constrained by the political, administrative, and situational context. Furthermore, a future research agenda is indicated.
Journal Article
Messy Europe
Using the economic crisis as a starting point, Messy Europe offers a critical new look at the issues of race, gender, and national understandings of self and other in contemporary Europe. It highlights and challenges historical associations of Europe with whiteness and modern civilization, and asks how these associations are re-envisioned, re-inscribed, or contested in an era characterized by crises of different kinds. This important collection provides a nuanced exploration of how racialized identities in various European regions are played out in the crisis context, and asks what work “crisis talk” does, considering how it motivates public feelings and shapes bodies, boundaries and communities.
eBook
EXPLORING CRISIS MANAGEMENT THEORIES TO STRENGTHEN TOURISM RESILIENCE WITHIN WILDLIFE RESERVES IN MPUMALANGA, SOUTH AFRICA
Wildlife tourism is the cornerstone of the economy of the province of Mpumalanga, South Africa, serving as a crucial economic and conservation pillar that supports biodiversity protection and rural livelihoods. However, wildlife tourism has been affected by natural and manmade crises that have tested the resilience of the tourism sector in the Mpumalanga region. The focus of this study is on crisis management for the Mpumalanga Tourism and Parks Agency (MTPA) managed wildlife tourism sites. The study aims to explore the application of robust crisis management theories, including preventive measures and response plans, to safeguard both tourists and the tourism sector as a whole, analyse how these theories have been applied in practice across various wildlife contexts, and synthesise best prac tices and gaps in the existing literature to inform future crisis resilience strategies in the wildlife tourism sector. The theories considered in the study are resilience, crisis communication, community-based natural resource management, and stakeholder theories. This study employs a desktop research methodology to explore and synthesise existing theories and documented practices used in wildlife tourism crisis management. Drawing on secondary data and global case contextual analysis of 20 publications, which assisted in generating insights through the systematic review and analysis of secondary data sources to build a theoretical understanding. Using the research onion framework by Saunders, a qualitative, interpretive research approach was employed to investigate how theories can be applied to crisis management in wildlife tourism sites. The results of the study highlight the lack of a formalised, site-specific crisis management plan; a lack of adaptive scenario planning and dedicated risk assessment practices, which already exist but are reactive rather than proactive; limited local community involvement; and stakeholder coordination that is often dependent on personal networks rather than institutional frameworks. The interpretation of these results points to a gap between theoretical best practices and operational reality, further highlighting that theories are understood conceptually but not integrated into an overarching crisis management system. The MTPA-managed wildlife tourism sites would benefit from formalised multistakeholder crisis platforms to ensure cohesive, timely responses from stakeholders.
Journal Article
The economics of COVID-19: initial empirical evidence on how family firms in five European countries cope with the corona crisis
PurposeWithin a very short period of time, the worldwide pandemic triggered by the novel coronavirus has not only claimed numerous lives but also caused severe limitations to daily private as well as business life. Just about every company has been affected in one way or another. This first empirical study on the effects of the COVID-19 crisis on family firms allows initial conclusions to be drawn about family firm crisis management.Design/methodology/approachExploratory qualitative research design based on 27 semi-structured interviews with key informants of family firms of all sizes in five Western European countries that are in different stages of the crisis.FindingsThe COVID-19 crisis represents a new type and quality of challenge for companies. These companies are applying measures that can be assigned to three different strategies to adapt to the crisis in the short term and emerge from it stronger in the long run. Our findings show how companies in all industries and of all sizes adapt their business models to changing environmental conditions within a short period of time. Finally, the findings also show that the crisis is bringing about a significant yet unintended cultural change. On the one hand, a stronger solidarity and cohesion within the company was observed, while on the other hand, the crisis has led to a tentative digitalization.Originality/valueTo the knowledge of the authors, this is the first empirical study in the management realm on the impacts of COVID-19 on (family) firms. It provides cross-national evidence of family firms' current reactions to the crisis.
Journal Article
Does Corporate Social Responsibility Always Result in More Ethical Decision-Making? Evidence from Product Recall Remediation
Recent research suggests that committing to corporate social responsibility (CSR) can induce moral licensing among employees, resulting in unethical behaviors. We extend this line of research and develop a theoretical framework to study how CSR influences managerial decision-making in crisis management. We test this theory in the context of product recall remediation. We examine under what circumstances CSR induces morally consistent or morally dubious recall remedial decisions and factors moderating this effect. We focus on two product recall remedial decisions that differ in ambiguity—full versus partial compensation and proactive versus passive recall. We predict and show that a company’s strong prior CSR performance increases the likelihood of full compensation but decreases the likelihood of a proactive recall. This finding suggests that CSR can induce moral licensing behavior at the highest corporate level when a decision is morally difficult to diagnose. Further analysis reveals that consumer harm and institutional ownership moderate the relationship between CSR and these two remediation strategies. Together, our findings provide important insights into when CSR leads to moral licensing in crisis remediation and how the link can be mitigated, and thus shed light on when CSR yields consistent and meaningful ethical business decisions.
Journal Article