Reframing Crisis Management

Conceptualization of Crisis Situation in a Company / Įmonės Krizinės Situacijos Konceptualizacija

“…It is noticed that the phrase 'it disturbs the normal system functioning' (Peters 1995;Pearson 1998;Clark 1995) differs crisis from normal system functioning. Normal functioning is solved by the standard procedures, it is not a crisis, but it is operative and strategic operations regulated by the standard procedures.…”

“…Crisis heart is usually local, however, unnoticed negative indicators can involve the whole system. According to Hauschildt (2000), , Peters (1995), Pearson (1998), Coat, Fant (1993) it can be claimed that crisis is the accidental critical moment determined by the formed factors which disturb normal functioning of the system and it cannot develop according to the planned trajectory.…”

“…They deal with crisis reasons and causes, bankruptcy, crisis management, company state estimation, bankruptcy prediction and its methods. Characteristics of crisis situation were analyzed by Augustine (1995); Ayres (1996); Booth (2000); Burn, Redwood (2003); Demirguc-Kunt, Detragiache (1998); Hart (1993) ;Hwang, Lichtenthal (2000); Milburn et al (1993); Ravid, Sundgren (1998); Rogov (2006) ;Jasilionienė, Tamosiunienė (2009); problems of crisis management were discussed in the works of Ashcroft (1997); Alas (2008) ;Boin, Lagadec (2000); Darling et al (1996); ; Davidavičienė (2008); Donoho (1994); Escarraz, Chong (1998); Fink (2002); Kurosheva (Курoшева 2002); Lalonde (2004); Maynard (1993);Milesi-Ferritti, Razin (1998); Mitroff (2005); Murphy (2006); Ponikvar (2009);Paraskev (2006); Parsons (1996); Pearson, Clair (1998); Ulmer et al (2007); Valackiene Virbickaite (2009); causes of crisis and bankruptcy in a modern company were dealt with by Argenti (2005); Birch (1994); Grigaravičius (2002); Kaminsky (1998); ; Martin (1991); Preble (1997); Ren (2000); Rosenblatt, Sheaffer (2002); Rosenthal, Charl...…”

Path dependence and the stabilization of strategic premises: how the funeral industry buries itself

“…Prior literature predominantly suggests that path-dependent organizations update their strategic premises at the latest when they are struck by crises, i.e., environmental changes that render path reproduction inefficient and threaten organizational survival (e.g., Dobusch and Kapeller 2013;Pearson and Clair 1998;Tushman and Anderson 1986). The negative feedback that organizational crises generate is deemed sufficient to challenge the status quo and begin a process of reflection on, and revision of, strategic premises (Schreyögg and Kliesch-Eberl 2007).…”

Developing a tool to assess trainees during crisis management training for major risks

“… Uncertainty: there may be multiple or vague sources of information, and the information may be lacking or ambiguous (Crichton, 2001;Lagadec, 2012;Pearson & Clair, 1998) or massive and contradictory (Yammarino et al, 2010). However, the confusion reigning requires a rapid response based on a decision that must be taken fast (Sayegh et al, 2004),  Urgency: whether the 'kinetics' are slow or fast, decision-makers must react very quickly and with major time pressure (Crichton, 2001;Hannah et al, 2009;Lagadec, 1991;Pearson & Clear, 1998),  Significant short-term losses: Minimising these losses is the principal objective of crisis management (1997; Pearson & Clear, 1998),  A loss of control of the situation: events spin out of control, and reality falls apart (Heiderich, 2010)  High levels of stress (Crichton, 2001;Crocq et al, 2009;Kowalski-Trakofler & Vaught, 2003) Developing a tool to assess trainees during crisis management training for major risks ABSTRACT: Often based on simulation exercises, crisis management training helps prepare decision-makers to manage crises better.…”