2015
DOI: 10.1016/j.sbspro.2015.06.181
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Innovative Crisis Management in Construction: Approaches and the Process

Abstract: Crisis management is a process that includes catching and evaluating crisis signals and needs to take and implement necessary precautions in order to overcome a crisis with a minimal damage. Detecting the early warning signals of a crisis contributes firms to hinder the occurrence of the crisis and to survive without huge financial losses. Other factors that contribute construction firms to survive with zero defect can be listed as follows: (i) catching indirect signals before a crisis, (ii) developing proacti… Show more

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Cited by 46 publications
(38 citation statements)
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“…Providing an appropriate ERP can ensure effective control of the situation for each organization [13][14][15][16][17]. The findings showed that the guidelines should be reviewed at least annually and adapted to the needs of the organization.…”
Section: Resultsmentioning
confidence: 99%
“…Providing an appropriate ERP can ensure effective control of the situation for each organization [13][14][15][16][17]. The findings showed that the guidelines should be reviewed at least annually and adapted to the needs of the organization.…”
Section: Resultsmentioning
confidence: 99%
“…Another branch defines crisis management as a special part of strategic management, which characterises organisations in extremely serious existential difficulties. Accordingly, it is defined as a process of planning, organising, directing, and monitoring companies (organisations) facing such difficulties directly threatening their existence (reversal of crisis) or their further development (prevention of crisis), the aim of which is to stop the negative movements by achieving a turnaround and ensuring the foundation for the re-development (Dubrovski, 2011;Herbane, 2013;Fener & Cevik, 2015;Parnell, 2015;Sahin, Ulubeyli, & Kazaza, 2015). In this respect, four common conditions have to be fulfilled for a successful reorganisation of companies in existential difficulties: (1) existence of a healthy core business, (2) competent and committed managerial team with necessary powers, (3) available financial funds, and (4) positive view of the employees on the reorganisation process with sufficient motivation.…”
Section: Theoretical Basesmentioning
confidence: 99%
“…After that, after the crisis required measures should be taken for the recovery of the firm. And finally, the lessons from the crisis should be record for future [3].…”
Section: What Is Crisis and Crisis Management?mentioning
confidence: 99%