The crisis management in Chinese and Estonian organizations

Abstract

Users who downloaded this article also downloaded: (2006),"Crisis management or crisis response system?: A complexity science approach to organizational crises", Management Decision, Vol. 44 Iss 7 pp. 892-907 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to discover and compare the implementation of crisis management in Chinese and Estonian companies and the strategies the managers have used to prevent or manage crises. Design/methodology/approach -An empirical study was conducted in two economies in transition: China and Estonia, in 2008. Interview data were collected from 102 Chinese companies and 67 Estonian companies. The data were analyzed applying content analysis. Findings -The results indicate that the managers of Chinese and Estonian organizations have identified different crises reflecting the politico-socio-economic situation of the countries. The most common type of crises in Chinese organizations is those related to economy, while in Estonian organizations, they are related to human resources. Estonian companies are better prepared for handling crises beforehand than Chinese companies. However, the majority of companies in both countries started reacting after a crisis had already come true. A triangular model of crisis management is presented.Research limitations/implications -The empirical study is tentative focusing on major differences and similarities in crisis management between two countries in transition. The differences are interpreted from societal-level development. More in-depth research in needed based on the results of this study. Originality/value -The transfer of market-economy practices often fails due to institutional and cultural tensions and conflict. The study of crisis management in Chinese and Estonian companies tries to increase understanding of the different routes of transition economies and its impact on management and, specifically, on crisis management. The crisis management model based on the study illustrates the interconnection between different elements of crisis management.

The Impact of Strategic Leadership on Crisis Management

“…Crisis is naturally an unprecedented event that does not give much time to prepare. Crisis, by definition, is "an event, or a set of circumstances that threatens the safety, reputation, or survival of an individual or organization (Junhong & Vanhala, 2010). Crisis as an event includes surprise, threat, and short response time (Tarawneh, 2011).…”

“…CM has been defined as a set of procedures applied in dealing with, containing and resolving emergency situations in a coordinated and planned step (Junhong & Vanhala, 2010). These are measures that the organization has taken to protect it in the event of unforeseen events or situations that may threaten its success or continued operation (Elliott, Harris, & Baron, 2005) and it is the management of business during the crisis period (House, Javidan, & Dorfman, 2001).…”

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

“…The concept of crisis was once seen as an episodic event in the lifecycle of the company, but is now viewed as a normal and regular event (Alas et al, 2009;Bradley, 1978;Cazdyn, 2007;Lalonde, 2007;Rosenthal and Pijnenburg B., 1991;Roux-Dufort, 2007;Sabovic et al, 2010), which must be covered in a risk management strategy (Coombs, 2006;Culasso, 2009;Huber and Scheytt, 2013;Green, 1992;Mitroff and Pearson, 1993).…”

An Insight of Rui Xiang Canvas HR Crisis (Case Study)

“…However, previous researches (Alas et al, 2010b;Gao & Alas, 2010a, b) have shown that HR crisis is one of the three main crisis types in Chinese organizations, preceded by economic and reputational crises. Therefore, it is important to deeply explore human resources crisis in Chinese organizations, so as to gather empirically based knowledge, to complete crisis theory, to provide suggestions and reference to organization management practice.…”