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Prepared for a crisis? Basic elements of crisis management in an organisation
14 references·12 citing·39 second hop
Prepared for a crisis? Basic elements of crisis management in an organisation (2019)Prepared for a crisis? Basic elements of …The Handbook of crisis communication (2012)The Handbook of crisis commun…The Handbook of Crisis Communication (2010)The Handbook of Crisis Commun…Small business research: Time for a crisis-based view (2010)Small business research: Time…After the Fall: Reintegrating the Corrupt Organization (2008)After the Fall: Reintegrating…Effective crisis management: Tools and best practice for the new millennium (2003)Effective crisis management: …Crisis Leadership: Planning for the Unthinkable (2003)Crisis Leadership: Planning f…New Trends in Crisis Management Practice and Crisis Management Research: Setting the Agenda (2001)New Trends in Crisis Manageme…Ongoing Crisis Communication: Planning, Managing, and Responding (1999)Ongoing Crisis Communication:…Reframing Crisis Management (1998)Reframing Crisis ManagementHuman Error (1990)Human ErrorDo (some) organizations cause their own crises? The cultural profiles of crisis-prone vs. crisis-prepared organizations (1989)Do (some) organizations cause…The Neurotic Organization. (1985)The Neurotic Organization.Normal Accidents: Living with High Risk Technologies (1985)Normal Accidents: Living with…Normal Accidents: Living with High-Risk Technologies. (1984)Normal Accidents: Living with…The crisis management strategies of Indonesian event organizers in the face of COVID-19 (2022)The crisis management strateg…Short-term rental market crisis management during the COVID-19 pandemic: Stakeholders’ perspectives (2022)Short-term rental market cris…Remote and Technology-Based Dialogic Development during the COVID-19 Pandemic: Positive and Negative Experiences, Challenges, and Learnings (2022)Remote and Technology-Based D…Crisis management practices during the COVID-19 pandemic: The case of a newly-opened hotel in Bali (2022)Crisis management practices d…SURVIVING COVID-19 AND BEYOND: A CONCEPTUAL FRAMEWORK FOR SMES IN CRISIS (2021)SURVIVING COVID-19 AND BEYOND…Peran key opinion leader dalam strategi public relations pada komunikasi krisis perusahaan (2021)Peran key opinion leader dala…Mobilisation of survivability capital – family firm response to the coronavirus crisis (2021)Mobilisation of survivability…Marching toward “heart work”: Connecting in new ways to thrive amidst COVID‐19 crisis (2021)Marching toward “heart work”:…Workplace change within the COVID-19 context: a grounded theory approach (2020)Workplace change within the C…Komunikasi Krisis Pemerintah Indonesia dalam Penanganan Covid-19 (2020)Komunikasi Krisis Pemerintah …Crisis Management Process - A Literature Review and a Conceptual Integration (2020)Crisis Management Process - A…ADJUSTING A STRATEGIC CASH-FLOW MODEL FOR BANGLADESHI SMALL AND MEDIUM ENTERPRISES: THE ART OF SURVIVING COVID-19 EMERGENCY (2020)ADJUSTING A STRATEGIC CASH-FL…Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Wall Street vs. Main Street: Firm Strategies for Defending Legitimacy and Their Impact on Different Stakeholders (2011)Creating and Capturing Value in Public-Private Ties: A Private Actor's Perspective (2012)Reputation as a Benefitanda Burden? 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(2012)A place-based model for understanding community resilience to natural disasters (2008)Organizational Response to Adversity: Fusing Crisis Management and Resilience Research Streams (2017)Ecological interface design: theoretical foundations (1992)Risk Perception and Communication Unplugged: Twenty Years of Process1 (1995)Humans and Automation: Use, Misuse, Disuse, Abuse (1997)Technologies of Humility: Citizen Participation in Governing Science (2005)Out of Order (2007)Learning from the Katrina Crisis: A Global and International Perspective with Implications for Future Crisis Management (2007)Crisis Management in Tourism (2008)Keeping Positive and Building Strength (2015)
this work references cited by second hop

References

  • 1990Human Error5,105 cited
  • 1985Normal Accidents: Living with High Risk Technologies4,961 cited
  • 1984Normal Accidents: Living with High-Risk Technologies.2,861 cited
  • 1999Ongoing Crisis Communication: Planning, Managing, and Responding2,452 cited
  • 1998Reframing Crisis Management1,534 cited
  • 2010The Handbook of Crisis Communication676 cited
  • 1985The Neurotic Organization.462 cited
  • 2008After the Fall: Reintegrating the Corrupt Organization403 cited
  • 2010Small business research: Time for a crisis-based view297 cited
  • 2003Crisis Leadership: Planning for the Unthinkable268 cited
  • 2012The Handbook of crisis communication170 cited
  • 2001New Trends in Crisis Management Practice and Crisis Management Research: Setting the Agenda126 cited
  • 1989Do (some) organizations cause their own crises? The cultural profiles of crisis-prone vs. crisis-prepared organizations117 cited
  • 2003Effective crisis management: Tools and best practice for the new millennium115 cited

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  • 2020Workplace change within the COVID-19 context: a grounded theory approach188 cited

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2020
Crisis Management Process - A Literature Review and a Conceptual Integration
53 cited
  • 2022Short-term rental market crisis management during the COVID-19 pandemic: Stakeholders’ perspectives40 cited
  • 2021Mobilisation of survivability capital – family firm response to the coronavirus crisis34 cited
  • 2021SURVIVING COVID-19 AND BEYOND: A CONCEPTUAL FRAMEWORK FOR SMES IN CRISIS24 cited
  • 2021Marching toward “heart work”: Connecting in new ways to thrive amidst COVID‐19 crisis24 cited
  • 2022Remote and Technology-Based Dialogic Development during the COVID-19 Pandemic: Positive and Negative Experiences, Challenges, and Learnings23 cited
  • 2022Crisis management practices during the COVID-19 pandemic: The case of a newly-opened hotel in Bali22 cited
  • 2020Komunikasi Krisis Pemerintah Indonesia dalam Penanganan Covid-1920 cited
  • 2020ADJUSTING A STRATEGIC CASH-FLOW MODEL FOR BANGLADESHI SMALL AND MEDIUM ENTERPRISES: THE ART OF SURVIVING COVID-19 EMERGENCY19 cited
  • 2021Peran key opinion leader dalam strategi public relations pada komunikasi krisis perusahaan18 cited
  • 2022The crisis management strategies of Indonesian event organizers in the face of COVID-1914 cited