Concept of a Telematics System Model in Crisis Management

Bujak, Andrzej; Topolski, Mariusz

doi:10.1007/978-3-319-24577-5_18

Cited by 1 publication

(3 citation statements)

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“…The realization that the organization has the early warning equipment in itself enhances employee's performance since a crisis will not happen abruptly. Instead, it can be detected before it spirals out of control (Bujak & Topolski, 2015). Crisis prevention starts with the capacity to identify, prioritize the issue, and make appropriate approaches to manage the impending crisis (Pangarkar, 2016).…”

Section: Discussionmentioning

confidence: 99%

“…Since crisis management is a process, it can be clustered into pre-crisis, response mechanism to the crisis and post-crisis. In addition, Bujak and Topolski (2015) defined crisis management as a three-fold process utilized in preventing a conflict from happening or trying to scale down its impact. Williams et al (2017) pointed out that crisis management is the activity for developing and executing a business strategy that can be adopted easily when facing a crisis.…”

Section: Crisis Managementmentioning

confidence: 99%

“…However, this study sheds light on the crisis management due to the catastrophe situation in Yemen leading to some companies leaving the country. The crisis management is defined as a three-fold process utilized in preventing a conflict from happening or by trying to scale down its impact (Bujak & Topolski, 2015). Williams et al (2017) suggested that crisis management is the action of developing and executing a business strategy, which can be adopted easily under different circumstances.…”

Section: Introductionmentioning

confidence: 99%

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The Impact of Crisis Management on Employee’s Performance in the Yemeni Oil and Gas Industry

Alariki

Al-Abed

2021

JOI

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This study examines the impact of crisis management on employee’s performance in the Yemeni oil and gas industry. Crisis management was measured by two dimensions; crisis preparedness and crisis prevention. Whereas employee’s performance was measured by three diminutions; task performance, adaptive performance, and contextual performance. The study uses a quantitative approach. Questionnaires were used to collect data from 6 oil and gas companies. The sample comprises of 351 participants, out of which 268 (74.23%) responded. The reliability of the instruments was examined and the results of the Cronbach’s Alpha was .906, indicating an excellent reliability. The results of regression analysis reveal that crisis management as the whole independent variable has a significant impact on employee’s performance as dependent variable. Furthermore, the results of regression analysis reveal that there is a significant relationship between crisis management and employee’s performance in terms of crisis preparedness, crisis prevention, and employee’s performance. Essentially, crisis appraisals should include testing as an integral aspect of planning for any eventuality. Ultimately, organizations should install communication units or structures and ensure employees are trained well. This study has made some recommendations for oil and gas companies.

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Section: Discussionmentioning

confidence: 99%

Section: Crisis Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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