Model for Assessing Adaptive Effectiveness Development

Smith, Charlene; Jennings, Claretha; Castro, Nancy

doi:10.1111/j.1468-5973.2005.00467.x

Cited by 7 publications

(3 citation statements)

References 5 publications

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“…(Deepak, 2011, para. 8) Smith, Jennings, and Castro (2005) posited that, organizations must satisfy individual and stakeholder needs. Senior or executive leadership has a responsibility to meet stakeholder interest by being accountable, making strategic decisions, having open communication to communicate issues and decisions to stakeholders as well as employees (Guay, Doh, & Sinclair, 2004).…”

Section: Key Characteristicsmentioning

confidence: 99%

Influences of Contextual, Cultural Factors and Stakeholders on System Design and Management Analysis in Organizations

Alapo¹

2018

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Many businesses and organizations can operate in fast changing environments, which meets the high market demands and stakeholder needs. These successful organizations can adapt to everyday changes in the business climate, based on organizational effectiveness, performance, and good strategic planning. Organizations that have failed have done so because of a lack of a good system design in place. Organizational factors such as the changing business climate, labor trends, diminishing stakeholder interests, and lack of organizational value creation to improving current structures to meet the needs are some examples of why organizations may fail. "System is defined as a set of elements arranged in an orderly manner to accomplish an objective. System, is not a randomly arranged set. It is arranged with some logic governed by rules, regulations, principles, and policies. Such an arrangement is also influenced by the objective the system desires to achieve. Systems are created to solve problems" (Deepak, 2011, para. 1). This paper examines the contextual and cultural factors and stakeholders on systems design and management in organizations by exploring the different major stakeholder group interests that shape the design that is appropriate for a management system.

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Section: Key Characteristicsmentioning

confidence: 99%

Influences of Contextual, Cultural Factors and Stakeholders on System Design and Management Analysis in Organizations

Alapo¹

2018

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“…The recent literature on the recovery process is quite rich. It illustrates the effects of recovery process on the probability of business continuity (Chisholm-Burns, 2010;Danovi and Quagli, 2008;Giacosa and Mazzoleni, 2011;Slatter and Lovett, 2004;Smith et al, 2005;Smith and Elliott, 2006), and compares research studies in crisis management (Coleman, 2004).…”

Section: Recovery Processmentioning

confidence: 99%

Qualitative and quantitative components of a proposed model of effective recovery project for companies in crisis

Giacosa

Mazzoleni

2015

WREMSD

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An increased number of firms are affected by financial crisis and the crisis phenomenon is a very frequent occurrence in the lifecycle of a company. There are several objectives for this study. The first one is to identify the communicative and managerial role of qualitative and quantitative components of a proposed model of recovery project which Italian companies can adopt to overcome a crisis situation in a systematic manner. The second objective is the identify the company behavior to increase the firm's credibility with stakeholders during the recovery phase. Due to the absence of a model of recovery project in Italian literature and corporate regulation, a proposed model of recovery project may equip management and their advisors to deal with the delicate circumstances of financial crisis and increase their chances of returning to business as usual; this is also thanks to a distinction between qualitative and quantitative components and their communicative and managerial roles.The recovery project has to be an inclusive document, including both a qualitative and a quantitative component on the crisis phenomenon and recovery process. In addition, the recovery project has to generate commitment from all parties on the recovery strategy, even adopting different behaviours towards various types of stakeholders.

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“…A training center, which runs under the ORM, ensures a pool of well‐trained and skilled staff with sensitive risk perceptions can be gathered to act against on a food safety crisis whenever it is necessary. Crisis leadership training aims to provide some prudent crisis managers to prepare for the unexpected, evaluate the CFS's strengths and weaknesses in response to the last food safety crises and reassess the contingency plan continuously (Smith et al. 2005).…”

mentioning

confidence: 99%

Food Safety Crisis Management Plan in Hong Kong

Chan

2009

Journal of Food Safety

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Successive food safety crises in Hong Kong not only have trapped the local public in panic, but also raised the alarm in the public health system's crises preparedness for food safety problems. Although the Office of Crisis Management of the U.S. Food and Drug Administration, the European Crisis Management Academy and the Rapid Alert System for Food and Feed in European countries have been established for coordinating emergency and crisis response activities on food safety issues, there is inadequate emergency and crises management of food safety by the local food authorities. This article aimed to formulate a local food safety crisis management plan which consists of preventive phase, emergency phase and reconstruction phase based on the revised crisis preparedness model. It was suggested that a cross-boundary liaison with health authorities overseas, a close inter-and intradepartmental cooperation in the government, a balance between economic and political issues, considerations on public culture, and an introduction of education for food safety and morality should be the determinants of success in the plan. PRACTICAL APPLICATIONSCrisis preparedness on food safety seems to be the indispensable proactive measure to safeguard the public health by the local food authorities. This article aimed to discuss the formulation of a local crisis management plan on 3 Corresponding contingent food safety problems in preventive phase, emergency phase and reconstruction phase based on the revised crisis preparedness model (Elsubbaugh et al. 2004). This food safety crisis management plan not only can safeguard the public health but also regain the confidence on food safety from the local public and stakeholders. Although further improvement can be made, the proposed plan is worthwhile because no similar planning for food safety crisis management has been found in the local food authorities. It also provides a stepping stone for the future development of food safety crisis management to the local policy makers in the public health sector.

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Model for Assessing Adaptive Effectiveness Development

Cited by 7 publications

References 5 publications

Influences of Contextual, Cultural Factors and Stakeholders on System Design and Management Analysis in Organizations

Influences of Contextual, Cultural Factors and Stakeholders on System Design and Management Analysis in Organizations

Qualitative and quantitative components of a proposed model of effective recovery project for companies in crisis

Food Safety Crisis Management Plan in Hong Kong

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