Reframing Crisis Management

Pearson, Christine M.; Clair, Judith A.

doi:10.5465/amr.1998.192960

Cited by 1,334 publications

(765 citation statements)

References 42 publications

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“…Although corporate crises vary widely, all crisis situations have at least three characteristics in common (Pearson & Clair, 1998;Seeger, Sellnow, & Ulmer, 1998). First, they all represent a serious threat to the company: corporate crises have been reported to have strong negative impacts on sales and market shares, stakeholders' loyalty and advocacy behaviors, and companies' reputations (Coombs & Holladay, 2002;Dawar & Pillutla, 2000;Siomkos & Kuzbard, 1994).…”

Section: The Roles Of Csr In Corporate Crisesmentioning

confidence: 96%

Corporate crises in the age of corporate social responsibility

2015

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Section: The Roles Of Csr In Corporate Crisesmentioning

confidence: 96%

Corporate crises in the age of corporate social responsibility

2015

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“…On the basis of an amalgam of works from political science, conflict resolution, and management (Billings et al 1980), we conceptualize crisis as an anomalous event or extraordinary occurrence that has the potential to induce major, possibly catastrophic disruptions for a firm (Pearson and Clair 1998). Although crisis may continue for an extended period in real time, as with the Asian economic crisis, it is a discrete event that begins and terminates.…”

Section: Crisis and Interfirm Relationships: A Macro Perspectivementioning

confidence: 98%

“…Anticipating a crisis, however, does not mean the form, range, and magnitude of its consequences can be known. Crises, because they are discrete events, involve the challenge of time-constrained decision making, and eventually, all crises must come to a resolution, whether positive or negative for the firm (Pearson and Clair 1998).…”

Section: Crisis and Interfirm Relationships: A Macro Perspectivementioning

confidence: 99%

Crises in business markets: implications for interfirm linkages

Grewal

Johnson

Sarker

2007

J. of the Acad. Mark. Sci.

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In the global economy, firms link with customers and suppliers through a complex nexus of strategically critical interfirm relationships. Due to the diversity of environments and networks involved, these linkages are increasingly vulnerable to catastrophic disruptions, also referred to as "crises." The authors offer an advanced conceptualization of crises and explicate the interplay of crises and interfirm relationships. On the basis of literature and qualitative data from 27 interviews with executives in 13 firms, the authors develop a process model of crisis that consists of five phases: (1) awareness and acknowledgment, (2) sensemaking, (3) response design, (4) response implementation, and (5) reconciliation in the aftermath. In discussing the model, the authors emphasize the influence of crisis on interfirm relationships and conversely highlight the role of the interfirm relationships in crisis management.

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“…Evaluating and authenticating this information during a disaster is problematic in its own right, but disaster scenarios are also emergent and dynamic in nature, and so they often push existing information systems and channels to failure. Requirements for disaster management COP are fluid and the associated systems and processes must be resilient, flexible and fault tolerant (Pauchant et al 1992, Pearson and Clair 1998, Janssen et al 2010). …”

Section: Definitions Of Common Operating Pictures (Cop)mentioning

confidence: 98%

Repertoires of collaboration for common operating pictures of disasters and extreme events

Bunker

Levine²,

Woody

2014

Inf Syst Front

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Disasters are dynamic, emergent scenarios involving diverse stakeholders in complex decision making and as such, disaster response systems must account for these conditions. We suggest that emergency service agencies should consider supplementing their traditional command and control approaches and common operating pictures (COP), with purposeful collaborative approaches. These would facilitate the generation of common operating pictures incorporating dynamic and emergent characteristics, providing a range of options with which to better respond to disasters. Collaborative management and negotiated integration of information represent a paradigmatic shift in our thinking about disaster response. We have utilized McCann's (1983) Social Problem Solving Negotiated Arrangements (SPS-NA) to highlight problems with conventional approaches during three disaster scenarios. As a result of lessons learned from this analysis we suggest that developing supplementary repertoires of collaboration would have a positive impact on improved COP for effective disaster response outcomes.

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Reframing Crisis Management

Cited by 1,334 publications

References 42 publications

Corporate crises in the age of corporate social responsibility

Corporate crises in the age of corporate social responsibility

Crises in business markets: implications for interfirm linkages

Repertoires of collaboration for common operating pictures of disasters and extreme events

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