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Crisis

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Articles 91 - 97 of 97

Full-Text Articles in Business

Managing A Nation's Image During Crisis: A Study Of The Chinese Government's Image Repair Efforts In The “Made In China” Controversy, Peijuan Cai, Lee Pei Ting, Augustine Pang Sep 2009

Managing A Nation's Image During Crisis: A Study Of The Chinese Government's Image Repair Efforts In The “Made In China” Controversy, Peijuan Cai, Lee Pei Ting, Augustine Pang

Research Collection Lee Kong Chian School Of Business

The image of a nation is crucial in the conduct of international relations (Wang, J. (2006). Managing national reputation and international relations in the global era: Public diplomacy revisited. Public Relations Review, 32, 91–96). A favorable image plays a critical role in asserting one's influence (Benoit, W. L., & Brinson, S. L. (1994). AT&T: “Apologies are not enough”. Communication Quarterly, 42, 75–88; Wang, J. (2006). Managing national reputation and international relations in the global era: Public diplomacy revisited. Public Relations Review, 32, 91–96). Often, strategic communication tools like public relations and media diplomacy are used to enhance a nation's image …

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Do Or Die - Strategic Decision-Making Following A Shock-Event, Ingrid Bonn, Sharyn Rundle-Thiele May 2009

Do Or Die - Strategic Decision-Making Following A Shock-Event, Ingrid Bonn, Sharyn Rundle-Thiele

Ingrid Bonn

Little attention has been directed towards investigating how senior managers and boards approach strategic decision-making when dealing with shock events as compared to strategic decision-making in a stable environment. This paper presents evidence to suggest that strategic decision-making following a shock event involves a more intuitive, less analytical and less consultative approach, while decision-making in a stable environment is characterised by a more cooperative, formal and analytical process. Decision-making following a shock event tends to be simplified and fast, whereas decision-making in a stable environment tends to be comprehensive and slow. Furthermore, the strategic role of the board transforms following …

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Reconfiguration Of Operational Relationships Post The Current Global Economic Crisis, Lee Styger Jan 2009

Reconfiguration Of Operational Relationships Post The Current Global Economic Crisis, Lee Styger

Sydney Business School - Papers

It is likely that classical models of strategic alliances may not be applicable moving forward into the new world economy post the current economic crisis. Traditional business models have considered each part of the business process in isolation, typically finance is remote from new product development, product development is remote from supply chain and operations etc. Prior to the economic crisis it was not unusual to see typical traditional silos within an organization never meeting, posing the question that if internal relationships were never fully forged how could a strong external strategic alliance be built and maintained? Furthermore, this silo …

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Understanding The Global Financial Crisis, Eduardo Pol Jan 2009

Understanding The Global Financial Crisis, Eduardo Pol

Faculty of Commerce - Papers (Archive)

The financial meltdown 2007-08 was a vast and complex event that many analysts are still trying to decipher. The purpose of this paper is to impart an understanding of the global financial crisis with a sharp focus on informed conjectures. To this end, the paper first provides a picture in the large of the financial turmoil 2007-08, and then, singles out contributing factors to the crisis (such as sub-prime mortgages, excessive risk-taking and securitization) which taken in isolation could not possibly explain the collapse of the financial system. The main claims of this paper are the following two. First, no …

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A Framework For Examining Leadership In Extreme Contexts, Sean T. Hannah, Mary Uhl-Bien, Bruce Avolio, Fabrice L. Cavarretta Jan 2009

A Framework For Examining Leadership In Extreme Contexts, Sean T. Hannah, Mary Uhl-Bien, Bruce Avolio, Fabrice L. Cavarretta

Department of Management: Faculty Publications

In this review, we develop a framework to guide future research and to examine the execution of leadership in extreme contexts. We start by defining and distinguishing extreme contexts from crisis and other contexts. A five component typology is developed comprised of magnitude of consequences, form of threat, probability of consequences, location in time and physical or psychological–social proximity. We discuss the unique influences these components have on leadership processes in extreme contexts examining the relevance of organization types such as critical action and high reliability organizations. Further, we present a set of factors that may attenuate or intensify the …

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Turnaround Strategies During Performance Decline In Indonesian Manufacturing Firms, Jullimursyida Ganto Apr 2008

Turnaround Strategies During Performance Decline In Indonesian Manufacturing Firms, Jullimursyida Ganto

The South East Asian Journal of Management

The study examines causes of performance decline and turnaround strategies of Indonesia following the 1997/1998 financial crisis. The sample chosen was from the large manufacturing firms in Indonesia. The result of this study found that competitive changes, poor management, high cost structure, economic changes and failure of major projects were the significant factors contributing to the performance decline during the crisis of 1997/1998, while restructuring strategies was important strategies adapted to turnaround firms.

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Corporate Strategy In Crisis Management: Johnson & Johnson And Tylenol, Marian C. Schultz, James T. Schultz Jan 1990

Corporate Strategy In Crisis Management: Johnson & Johnson And Tylenol, Marian C. Schultz, James T. Schultz

Publications

This paper focuses on the Tylenol poisonings and the actions J & J employed to recover from this existence-threatening situation. The paper reviews the 1982 case in which Johnson & Johnson literally rewrote the book on crisis management in handling unexpected, catastrophic consumer issues. It demonstrated a high degree of integrity and moral responsibility in its handling of the poisonings. CEO Burke demonstrated decisive leadership at a time when the company needed it the most.

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