The Management Ethics “Crisis”: An Organizational Perspective

Boling, T. Edwin

doi:10.5465/amr.1978.4295577

Cited by 14 publications

(2 citation statements)

References 2 publications

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“…One may add to this perspective, another one, an axiological dimension. Moral weaknesses in organisations may catalyse a crisis, but also cause such ethical crises (Boling, 1978;Dobrowolski, 2017). Paraskevas (2006) using narrative analysis identified weaknesses in the chain's crisis response.…”

Section: Nature Of Crisis and Crisis Responsementioning

confidence: 99%

After COVID-19. Reorientation of crisis management in crisis

Dobrowolski¹

2020

JESI

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The occurrence of the COVID-19 Pandemic has revealed all the weaknesses of different organisations, including macrostructuresthe States. It turned out that they are unprepared to COVID-19 Pandemic and at the same time pretending that they are controlling unpredictability, which is not valid. I collect information through a review of secondary data and observation of pandemic effects in several countries. In all countries, the effects of a pandemic are noticeable. It creates the slowdown of the economy and the introduction of restrictions on public life on an unprecedented scale. The effects of current economic restrictions will appear in a few months. I identified weaknesses in the crisis response and argue that any organisations also in macro-level should redefine the role of crisis management, which is in crisis. There is a need for a co-evolving this system within the organisation, which means the necessity of reshaping crisis management from crisis management relational model into crisis management three-dimensional flexible model. Crisis management based on risk analysis may be useless in the context of organisational unpredictability.

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Section: Nature Of Crisis and Crisis Responsementioning

confidence: 99%

After COVID-19. Reorientation of crisis management in crisis

Dobrowolski¹

2020

JESI

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“…At the same time, in several cases, they note the success of attempts to develop and apply methods for solving certain classes of typical problems, including in the field of anti-crisis management (Bapuji et al, 2020;Duchek, 2014;Bundy et al, 2017;Schultz et al, 2012;Doern, 2016;Hong et al, 2012). However, most of the above methods, due to a significant number of formal prerequisites that ensure the correct application of mathematical tools, have a rather limited scope of their permissible application and often do not allow taking into account the qualitative characteristics inherent in personnel as an object and subject of anti-crisis management of the enterprise (Williams et al, 2017;Doern et al, 2019;Shrivastava, 1993;Boling, 1978). In addition, in several known problems of this type, the degree of adequacy of the formal description of the mutual influence of internal and external factors does not allow to take into account their correlation correctly.…”

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confidence: 99%

Personnel Marketing in the System of Airline Anti-Crisis Management

Polous

Heiets²,

Mykhalchenko

et al. 2022

MMI

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The COVID-19 pandemic, and then the military aggression on the territory of Ukraine, had an extremely negative impact on the development of enterprises in all sectors of the state economy, personally affecting the air transport, which was forced to suspend its activities. The field of aviation services is traditionally characterized by the changing needs of customers, which causes a high degree of probability of dissatisfaction with the range and quality of aviation services provided by both domestic and international airlines. The dynamics of modern life and the business environment, the change in the ratio of work and free time increase the demand of the population for convenient and modern aviation services, putting increasingly high demands on the airlines that provide them to achieve competitive advantages. The main purpose of this study is to identify the place of personnel marketing in the airline’s anti-crisis management system. Within the framework of this article, a study of the structural elements of the marketing complex of the enterprise in the field of service provision was carried out; the structural ratio of personnel categories in world civil aviation is determined; the impact of the COVID-19 pandemic on the level of employment in world aviation is analysed; the dynamics of changes in personnel costs in global aviation under the influence of the COVID-19 pandemic are determined; the dynamics of changes in operating income and expenses for social needs of the airline “Ukraine International Airlines” under the influence of a number of crisis phenomena in the world and state economy are analysed. The methodological methods of the conducted research were the following methods: general scientific methods of analysis and synthesis, logical and situational analysis and partial methods specific to economic sciences (subject-object approach, economic and statistical analysis, grouping, comparison and classification). According to the results of the research, the authors proposed an algorithm for the process of bringing the airline out of the crisis, which takes into account the prerequisites that affected the decline in the economic performance of aviation sector enterprises and focuses on the importance of introducing personnel marketing to the anti-crisis management system. The authors recommend applying the proposed model of using personnel marketing in the processes of anti-crisis management of an airline in order to include corporate culture in the system of anti-crisis management of an airline as an important tool that will contribute to the development of the intellectual capital of the company and the generation of new ideas. The results and recommendations of the study have practical value for Ukrainian airlines regarding the integration of personnel marketing into the anti-crisis management system.

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