The Relationship between Organizational Culture and Organizational Crisis Management (OCM)

2006 ◽  
pp. 23-30
Keyword(s):  
Organizational Culture ◽  
Crisis Management ◽  
Organizational Crisis ◽  
The Relationship

Leveraging culture and leadership in crisis management

2019 ◽  
Vol 43 (5/6) ◽  
pp. 554-569 ◽  
Author(s):  
Raka M. Bhaduri
Keyword(s):  
Organizational Culture ◽  
Conceptual Framework ◽  
Crisis Management ◽  
Leadership Competencies ◽  
Crisis Response ◽  
Organizational Crisis ◽  
Content Type ◽  
Cultural Elements ◽  
Research Propositions ◽  
High Flexibility

Purpose The purpose of this paper is to explore the relationship of organizational culture, leadership and crisis management through exploration of these three constructs with respect to crisis management. Design/methodology/approach In this paper, a conceptual framework has been proposed that is based on the literature findings of organizational culture, leadership and crisis management. Two types of cultural elements are used; internal versus external focus and low versus high flexibility. Organizational crisis management process is explained through the five-stage life cycle, including signal detection, prevention, damage containment, recovery and learning. Four types of leadership are included; directive, transactional, cognitive and transformational that are critical during crisis management. Five research propositions have been proposed for each stage of crisis management. Findings Five research propositions have been proposed based on the stages of crisis management. Research limitations/implications The conceptual framework needs to be tested for validity. More research is needed on how changing demographics and technology affect these constructs. Organizations need to develop through reflective practices that focus on leadership competencies and crisis-prone culture to tackle any crisis event. Practical implications Organizations need to develop leadership competencies and crisis-prone culture. Organizations needs to be reflective on their practices. Originality/value The proposed conceptual framework is an expanded version of the crisis response leadership matrix (CRLM) model of Bowers et al. (2017). In this paper, an unique concept is presented by aligning leadership, culture and crisis management with respect to each stage of crisis management and types of crisis.

The European Union’s Policy towards its Eastern Neighbours: The Crisis in Ukraine

2018 ◽  
Author(s):  
Tatsiana Shaban
Keyword(s):  
Crisis Management ◽  
Policy Development ◽  
Interesting Case ◽  
European Neighbourhood Policy ◽  
Significant Progress ◽  
Challenges And Opportunities ◽  
External Governance ◽  
Institutional Challenges ◽  
The Relationship ◽  
The Eu

The European Union’s neighbourhood is complex and still far from being stable. In Ukraine, significant progress has occurred in many areas of transition; however, much work remains to be done, especially in the field of regional development and governance where many legacies of the Soviet model remain. At the crossroads between East and West, Ukraine presents an interesting case of policy development as an expression of European Union (EU) external governance. This paper asks the question: why was the relationship between the EU and Ukraine fairly unsuccessful at promoting stability in the region and in Ukraine? What was missing in the European Neighbourhood Policy (ENP) in Ukraine that rendered the EU unable to prevent a conflict on the ground? By identifying security, territorial, and institutional challenges and opportunities the EU has faced in Ukraine, this paper underlines the most important factors accounting for the performance of its external governance and crisis management in Ukraine.   Full text available at: https://doi.org/10.22215/rera.v12i2.1310

scholarly journals Crisis Communication Preparedness Practices Among U.S. Charitable Organizations: Results From a National Survey

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110145
Author(s):  
Ryan P. Fuller ◽  
Antonio La Sala
Keyword(s):  
Nonprofit Organizations ◽  
Crisis Management ◽  
Crisis Communication ◽  
Online Survey ◽  
Word Of Mouth ◽  
Negative Word ◽  
Organizational Crisis ◽  
Crisis Planning ◽  
Charitable Organizations ◽  
Major Stakeholder

Organizations should prepare for crises, through identifying crisis concerns, having written crisis communication plans, and designating teams for crisis planning and response, for example. Nonprofit organizations, which represent an important sector of U.S. society, are no different in needing to prepare, but to date, a review of their crisis communication preparedness is lacking. Therefore, a national online survey of 2,005 U.S. charitable organizations was administered to determine nonprofit organizations’ adoption of an anticipatory perspective of crisis management. The anticipatory perspective shifts the organization’s focus from reaction to crises to anticipation of them. According to the survey, 75% of organizations reported at least one organizational crisis in the 24 months prior to taking the survey (circa 2017–2019). Loss of a major stakeholder was the most common organizational crisis that had occurred and the greatest future concern. Most nonprofits (97.5%) reported implementing some crisis communication preparedness tactics. Importantly, charitable organizations can enact communication preparedness tactics without significantly detracting from program delivery. Moreover, given the general concerns within the sector, nonprofit organizations should prepare specifically for loss of a major stakeholder and technologically created crises such as data breaches and negative word of mouth on social media.

Democratic Disarray: Organizational Messaging Coherence and the Local Echoing Press During the 2020 Iowa Democratic Caucus

2021 ◽  
pp. 000276422110108
Author(s):  
Eric C. Wiemer ◽  
Joshua M. Scacco ◽  
Brenda Berkelaar
Keyword(s):  
Crisis Management ◽  
Political Party ◽  
Democratic Party ◽  
Public Communication ◽  
Organizational Crisis ◽  
Party Organization ◽  
Timely Manner ◽  
Presidential Nomination ◽  
Des Moines ◽  
American Elections

The Iowa caucuses are the inaugural event of the American presidential nomination process. When the state Democratic Party failed to report the 2020 caucus results in a timely manner and manage the consequences, the crisis situation threatened the legitimacy of the party and the integrity of the results. This research presents an in-depth case of the Iowa Democratic Party’s public communication response regarding an event described by the Des Moines Register as “hell” and a “results catastrophe.” Specifically, we were interested in how the Iowa Democratic Party responded to the crisis event and the extent to which the party organization was successful in disseminating favorable messaging about the caucus process to the local press. Drawing on organizational crisis management and echoing press perspectives, this analysis uses network and qualitative analytic approaches to assess message development, dissemination, and ultimately adoption. A local event with national implications presents a critical case in investigating how a political party, due to its institutional role in American elections and unique organizational structure, struggled to respond to the crisis.

Research on Related Model for Urban Public Crisis Handle Mechanism

2014 ◽  
Vol 989-994 ◽  
pp. 5540-5543
Author(s):  
Yong Chang Ren
Keyword(s):  
Crisis Management ◽  
Evaluation Model ◽  
Point Of View ◽  
Theoretical Point ◽  
Analysis Model ◽  
The Public ◽  
Public Crisis ◽  
Crisis Events ◽  
Response And Recovery ◽  
The Relationship

China is in a critical period of urbanization, and various social contradictions continue to be accumulated, emerged and enlarged, so public crisis management mechanism has been highly valued by governments at all levels with the public crisis events are occurred frequently. The paper conducts study for the problems in the current urban public crisis handle mechanism. First, the evaluation model of crisis management can be researched, and crisis management can be divided into four stages to evaluate respectively, they are Reduction, Readiness, Response and Recovery; then, we should research crisis prediction model to strengthen prediction, prevention and monitoring of the crisis before the crisis happened; finally, stakeholders analysis model should be studied, and scientific analyzing the interests of the various stakeholders and the relationship among them. From the theoretical point of view, the paper carries on a study for crisis handle mechanism to provide support for improving the crisis handle level.

Exploring privacy and trust for employee monitoring

2015 ◽  
Vol 115 (1) ◽  
pp. 88-106 ◽  
Author(s):  
Shuchih Ernest Chang ◽  
Anne Yenching Liu ◽  
Sungmin Lin
Keyword(s):  
Organizational Culture ◽  
Employee Performance ◽  
Full Time ◽  
Negative Effects ◽  
Content Type ◽  
Positive Effects ◽  
Study Results ◽  
Employee Monitoring ◽  
Communication Privacy ◽  
The Relationship

Purpose – The purpose of this paper is to evaluate privacy boundaries and explores employees’ reactions in employee monitoring. Design/methodology/approach – The research used the metaphor of boundary turbulence in the Communication Privacy Management (CPM) theory to demonstrate the psychological effect on employees. The model comprised organizational culture, CPM, trust, and employee performance in employee monitoring to further investigated the influence exerted by organizational culture and how employees viewed their trust within the organization when implementing employee monitoring. Variables were measured empirically by administrating questionnaires to full-time employees in organizations that currently practice employee monitoring. Findings – The findings showed that a control-oriented organizational culture raised communication privacy turbulence in CPM. The communication privacy turbulence in CPM mostly had negative effects on trust in employee monitoring policy, but not on trust in employee monitoring members. Both trust in employee monitoring policy and trust in employee monitoring members had positive effects on employee commitment and compliance to employee monitoring. Research limitations/implications – This research applied the CPM theory in workplace privacy to explore the relationship between employees’ privacy and trust. The results provide insights of why employees feel psychological resistance when they are forced to accept the practice of employee monitoring. In addition, this study explored the relationship between CPM and trust, and offer support and verification to prior studies. Practical implications – For practitioners, the findings help organizations to improve the performance of their employees and to design a more effective environment for employee monitoring. Originality/value – A research model was proposed to study the impacts of CPM on employee monitoring, after a broad survey on related researches. The validated model and its corresponding study results can be referenced by organization managers and decision makers to make favorable tactics for achieving their goals of implementing employee monitoring.

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