Crisis Management: The Perspective of Organizational Learning

2021 ◽  
pp. 75-86
Author(s):  
Jarema Batorski
Keyword(s):  
Organizational Learning ◽  
Crisis Management

2 Organizational learning in tourism crisis management: An experience from Malaysia

2021 ◽  
pp. 7-30
Author(s):  
Zahed Ghaderi ◽  
Ahmad Puad Mat Som ◽  
Jia Wang
Keyword(s):  
Organizational Learning ◽  
Crisis Management

scholarly journals STUDENT PROTESTS IN UNIVERSITIES: EXPLORING THE MODEL FOR CRISIS MANAGEMENT, CRISIS LEADERSHIP AND ORGANIZATIONAL LEARNING

2018 ◽  
Vol 14 (1) ◽  
pp. 143-159
Author(s):  
Shehla Najib ◽  
Keyword(s):  
Organizational Learning ◽  
Crisis Management ◽  
Life Experience ◽  
Real Life ◽  
Leadership Competencies ◽  
Educational Institutions ◽  
Higher Educational Institutions ◽  
Research Attention ◽  
Student Protests ◽  
Higher Educational

With the increasing number of crisis events occurring in higher educational institutions, crisis management has attracted research attention. This article focuses on student protests that were widely experienced throughout the university campuses in Pakistan. By adapting a multiple case study and Zdriaski’s ‘Crisis Matrix’ as the conceptual and analytical framework, the researcher examines higher educational institutions real life experience with student’s protests.The purpose of this qualitative study was to report descriptions of challenges and strategies as narrated by leaders who had experienced campus crisis with complete reflections on their leadership competencies and strategies used. Additionally, after managing the crisis comprehensive list of leadership competencies required for organizational learning were explored. This study has value for practitioners when organizational learning is selected as an approach to organizational effectiveness specially during challenging times when learning is promoted at all levels and aligned with the overall strategic intent.

scholarly journals Strategic Preparation for Crisis Management in Relation with Organizational Learning and the Mediating Role of Social Innovation and Altruism in the Red Crescent Society, Gilan, Iran

2021 ◽  
pp. 86-94
Keyword(s):  
Organizational Learning ◽  
Crisis Management ◽  
Social Innovation ◽  
Altruistic Behavior ◽  
Statistical Population ◽  
Mediating Role ◽  
Effective Role ◽  
The Relationship ◽  
Critical Situations

INTRODUCTION: Today, organizations live in changing environmental conditions and various factors affect their performance strategies. Therefore, organizations should consider critical situations or crises and identify organizational strategies for crisis prevention and effective and efficient crisis management. To deal with the crisis, organizational learning plays an effective role in strategic preparation for crisis management; moreover, altruistic behavior and social innovation can play a facilitating and effective role in critical situations. Accordingly, the present study aimed to investigates the relationship of organizational learning and strategic preparation for crisis management with the mediating role of social innovation and altruism in the Red Crescent Society, Gilan, Iran. METHODS: This descriptive-correlation study was conducted based on an applied research method. The statistical population includes the staff of the branches of the Red Crescent Society, Gilan, Iran. The participants were selected using the stratified sampling method, and Cochran's formula was used to determine the sample size (n=208). The data were collected through standard questionnaires. FINDINGS: According to the results, organizational learning has a significant and direct effect on altruism, social innovation, and strategic preparation for crisis management. Moreover, social innovation and altruism play a mediating and effective role in the relationship between organizational learning and strategic preparation for crisis management. CONCLUSION: The results revealed that organizational learning has a positive effect on strategic preparation for crisis management, social innovation, and altruism. In addition, an increase in learning improves social innovation, altruism, and strategic preparation for crisis management.

Human security and learning in crisis management

2014 ◽  
Vol 4 (1) ◽  
pp. 82-94 ◽  
Author(s):  
Ulla Mari Ainikki Anttila
Keyword(s):  
Organizational Learning ◽  
Crisis Management ◽  
Human Security ◽  
Individual Learning ◽  
Humanitarian Logistics ◽  
Armed Conflicts ◽  
Peace Building ◽  
Delphi Panel ◽  
Content Type ◽  
Personal Level

Purpose – Contemporary armed conflicts predominantly take place in developing countries and there are often non-state actors involved in them. Civilians have been deliberately targeted in recent conflicts, and the international community has paid more attention to their protection. Human security means that individuals’ safety is a priority on the security agenda. Organizational learning is necessary in crisis management in order to evolve and provide tools to ensure human security. Organizational learning in crisis management requires individual learning, but individual learning does not necessarily lead to organizational learning at the level of institutions. The purpose of this paper is to focus on the development of crisis management and peace-building when taking into account crisis management personnel's experiences and their value in organizational learning processes. The results are applied to the context of humanitarian logistics that have special features including pace in comparison to other crisis management contexts. Design/methodology/approach – The empirical material consists of a Delphi panel process representing 15 experts and interviews of 27 individuals who had served as employees in civilian crisis management and military crisis management duties in Kosovo. The interviewees from the military side had background of being either a reservist or professional officer. Findings – Interaction and communication abilities are required from crisis management personnel and institutions. Personnel in crisis management need opportunities to give and receive feedback. At the personal level, work in crisis management is important for an individual. Returning home may be more challenging for an individual than starting to work in a mission. The framework of organizational learning is adequate for developing crisis management and humanitarian logistics. Originality/value – Crisis management personnel's feelings and opinions in depth have been rarely studied and the present study provides information about this personal level. Because of using two methods focussing on organizational learning and feedback, partial methodological triangular was carried out, which increased the reliability of the results. In regard to humanitarian logistics, feedback arrangements are also important when intending to develop learning organizations. Return arrangements for personnel in humanitarian logistics are also an important focus of study.

scholarly journals Providing the Optimal Framework of Knowledge Management in Construction Projects with Meta Syntheses and Shannon Entropy Method

2020 ◽  
Vol 10 (1) ◽  
pp. 17-26
Author(s):  
S. Farokhizadeh ◽  
S. M. Seyed Hosseini ◽  
S. A. Hosseini ◽  
M. Nazeri ◽  
H. Javanshir
Keyword(s):  
Knowledge Management ◽  
Content Analysis ◽  
Organizational Learning ◽  
Crisis Management ◽  
Shannon Entropy ◽  
Construction Projects ◽  
Entropy Method ◽  
Individual Development ◽  
Employee Communication ◽  
Comprehensive Picture

AbstractLack of knowledge management in construction projects leads to knowledge dispersion and loss of organizational learning. In this study, we try to provide a clear and comprehensive picture of feasibility and deployment of knowledge management in construction projects using Meta syntheses and Shannon entropy methods. Using the meta syntheses method, 475 books and articles were studied in the field of knowledge management and by content analysis, the conceptual framework suggested in this study consist of 62 components or codes and 14 concepts in four categories or dimensions were organized and extracted. The identified dimensions are: manpower resources, structure, infrastructure, and strategy that each of them explains what, how and why knowledge management is in project-based organizations. Based on findings, crisis management codes in recruiting, rules and regulations, holding meetings to incorporate knowledge, documenting experiences, trust in teamwork, the existence of knowledge software for employee communication (dynamic engagement), use of documents in order to incorporate knowledge and care for individual development in the teamwork have the highest importance coefficients and highest rating among the codes meaning that in the field of feasibility study and effective deployment of knowledge management in construction projects these topics are more considered and studied.

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