Unternehmenskrisen: Beschreibung, Ursachen, Verlauf und Wirkungen überlebenskritischer Prozesse in Unternehmen

Krystek, Ulrich; Lentz, Mischa

doi:10.1007/978-3-658-04293-6_3

Cited by 11 publications

(11 citation statements)

References 19 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…According to Krystek (), a company crisis is an unwanted, unplanned process of limited duration, with an uncertain resolution, that causes the non‐achievement of the company's primary goals. A crisis thus can lead to the firm's complete downfall and failure.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Unlike the substantial research into the management of organizational crises (Krystek , , ; Mitroff et al, ; Pearson & Clair, ; Jaques, ), to the best of our knowledge, no research currently addresses the application of strategic CSR in the context of a company crisis, understanding related practices as a key to recovery. To close this gap, we seek to answer the question of how a company that struggles economically might strategically adopt CSR practices to regain strength and overcome its crisis.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Managing a Company Crisis through Strategic Corporate Social Responsibility: A Practice‐Based Analysis

Vallaster

2017

Corp Soc Responsibility Env

View full text Add to dashboard Cite

A growing number of companies focus not just on generating economic value but on expanding their perspective, including social, human, and environmental aspects. Historically, companies mainly included corporate social responsibility (CSR) in their activities in economically promising times. But can CSR be applied in economically difficult times, too, as a potential strategic mechanism to recover from a company crisis? This study aims to advance understanding of strategic CSR and crisis recovery, and their possible relationship. The case study's findings suggest that strategic CSR can have a positive impact on crisis recovery and promote the revision of established practices required to manage a company crisis. The findings have relevance to companies seeking to innovate in the CSR space, to social entrepreneurs, and to researchers and practitioners interested in these topics. means that employees are not only informed but also have the potential means to influence decision making. This degree of participation is critical; it influences the success of projects (Steurer et al., 2005), including the crisis management projects in our case, and thus can provide a 'win-win' situation for employees.Unfortunately, business democracy in the context of strategic CSR has not received the required research attention. Democracy within companies often entails just basic democracy, such that all employees can influence the entire organization, which might lead to paralysis. Better methods to engage employees in a democratic way can still enable the company to recover from crisis, such as meetings that adopt world-café or open-space options and high degrees of self-organization in the workplace. The results of these efforts include clearer, more direct communication paths and a stronger focus on teamwork, which ultimately lead to out-of-the-box thinking and stronger internal networks. Improved social structures also can enhance the development of social innovations in organizations, as related capabilities get learned and shared through social contexts when people meet and spread knowledge, skills, and information (Schreyögg & Kliesch-Eberl, 2007). Such empowerment and democratization or what Zwetsloot and Allegro (1994) and Zwetsloot (2005) call involvement and participationtogether with communication and cooperation can enable organizational learning processes in line with corporate social responsibility practices.Degree to Which the Project Creates Stakeholder Engagement PECO International deepened its contacts with local and regional partners. To intensify the degree of stakeholder engagement, it used networks, communication platforms, and direct collaborations. These forms of cooperation helped expand its current knowledge; allowed the various partners to benefit from one another's know-how and services; and created better interactions with (and thus better understanding of) the external environment, including suppliers, distributors, customers, and the local community. Stakeholders offer crucial information about product...

show abstract

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Managing a Company Crisis through Strategic Corporate Social Responsibility: A Practice‐Based Analysis

Vallaster

2017

Corp Soc Responsibility Env

View full text Add to dashboard Cite

show abstract

“…Uzņēmuma krīzes ir dinamisks process, kas attīstās četrās (dažreiz izdala piecas) pamata stadijās. Teorija piedāvā vairākus uzņēmuma krīzes attīstības modeļus, kur maksātnespēja ir pēdējais procesa etaps, piemēram (Krystek, 1987;Muller, 2001;Окрушко, 2010;Айвазян & Кириченко, 1999 Vairāku pētnieku darbos (Абдуллина & Кучукова, 2013), kuros pētīta uzņēmuma maksātnespēja kā krīzes stadija, tiek apzināta arī tās pozitīvā ietekme:…”

Section: Uzņēmumu Maksātnespējas Teorētisko Nostādņu Pētījumu Metodolunclassified

Enterprise Insolvency: Theoretical Insight and Current Trends in Latvia

Klodāne

2016

SIE

View full text Add to dashboard Cite

The insolvency of enterprises is an integral element of free market. Since Latvia regained its independence, this problem has been urgent for Latvia’s economy as well. It has to be noted that the problem of enterprise insolvency is mainly researched as a separate phenomenon, which could be a strong destructive factor for both the national economy and the economy of an individual business entity. However, there is a methodologically distinctive research direction that associates insolvency with the term enterprise crisis. Anyway, it is important to be aware of real situation characteristics. Therefore, the present research identifies and analyses the theoretical frameworks of enterprise insolvency as well as examines the current situation of insolvency cases in Latvia.

show abstract

“…....................................................... ........................................................ Krystek, 1987, S. 118 ff., Krystek/Moldenhauer, 2007.Faktisch besteht ein Weisungsrecht des Restrukturierungscontrollings gegenüber den Funktionsbereichen (vgl. Hojak, 2015, S. 126 f.).…”

unclassified

Erfolgreichere Krisenbewältigung durch das Restrukturierungscontrolling

Hojak¹

2016

CON

View full text Add to dashboard Cite

Unternehmenskrisen: Beschreibung, Ursachen, Verlauf und Wirkungen überlebenskritischer Prozesse in Unternehmen

Cited by 11 publications

References 19 publications

Managing a Company Crisis through Strategic Corporate Social Responsibility: A Practice‐Based Analysis

Managing a Company Crisis through Strategic Corporate Social Responsibility: A Practice‐Based Analysis

Enterprise Insolvency: Theoretical Insight and Current Trends in Latvia

Erfolgreichere Krisenbewältigung durch das Restrukturierungscontrolling

Contact Info

Product

Resources

About