Crisis Management Thesis

Crisis Management Thesis-32
A third change is the increasingly fast pace of information and communication technology, which has led to a greater degree of integration and coupling of systems than every before. For these and other reasons several researchers have argued that system failure is inevitable (Smith, 1990) and therefore crises have become a part of the fabric of today’s dynamic society rather than been unusual or uncommon (Mitroff and Anagnos, 2002). Real World Research: A Resource for Social Scientists and Practitioner-Researchers.

A third change is the increasingly fast pace of information and communication technology, which has led to a greater degree of integration and coupling of systems than every before. For these and other reasons several researchers have argued that system failure is inevitable (Smith, 1990) and therefore crises have become a part of the fabric of today’s dynamic society rather than been unusual or uncommon (Mitroff and Anagnos, 2002). Real World Research: A Resource for Social Scientists and Practitioner-Researchers.

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Introduction Unlike the stable conditions of the past, risk has become a key aspect of every area of life as the way in which modern society has been constructed has led to a series of striking changes in the conditions of risk management (Borodzicz, 2000, Smith, 1990). Journal of Travel and Tourism Marketing, 15 (4): 229-321.

For example, Rasmussen (1997) highlights three key things that are making industrial risk management more difficult.

A crisis can also be described as a major, unforeseen circumstance that can potentially jeopardise an organisation’s employees, customers, products, services, fiscal situation, or reputation (Callan, 2002, Augustine, 1995, Santana, 2003).

This definition is in line with the theory that a crisis is characterised by three elements: high threat, short decision time, and an element of surprise, indicating that each crisis contains an urgency that necessitates decisions and actions to be taken immediately by the people involved (Keown-Mc Mullan, 1997, Reilly 1987).

Despite record profits, BP has been plagued by a series of industrial disasters, including the 2005 explosion of their Texas City refinery, the 2006 explosion of their the Toledo, and the rupture of their Alaskan pipeline in 2006. Risk management in a dynamic society: A modelling problem.

However, these three recent disaster that BP has had to manage did not seem to prepare the most recent CEO Tony Hayward to deal with the Deepwater Horizon Oil Spill and two months after the crisis the job of managing the company’s public relations (PR) passed to Carl-Henric Svanberg, BP’s chairman, and the daily management of the oil spill response was passed to Bob Dudley, BP’s managing director. The research reported in the dissertation is based on a multi- method approach of both quantitative i.e.survey of project based organizations and qualitative methods i.e. The survey was conducted in IT, Telecom and construction companies in Pakistan.The case study has been conducted on new International airport in Islamabad, Pakistan.To conclude, the dissertation (a) identifies differences and similarities between risk, crisis and disaster, (b) develops taxonomy among risk, crisis and disaster by identifying dimensions (c) identifies crises that could impact project based organizations’ performance.It derived a conceptual framework of crises and capabilities that contains internal social, external social, internal technical and external technical crises (independent variables), performance i.e.project performance and stakeholder performance (dependent variables) and project based organizations’ capabilities such as strategic, functional and project capabilities (moderating variable).This doctoral dissertation addresses crisis management in project based organizations (PBOs) and mega projects.There has been much research on crisis in organizations but there has been little attention given to crisis management in temporary organization settings and when multiple stakeholders are involved.Taxonomy among risk, crisis and disaster is addressed by Chapter 2, which identifies the dimensions from literature and develops taxonomy; it is a first step toward management.The second research area (i.e., crisis and capability in PBOs) has led to the development of Chapter 3 which respectively identities crisis that could impact PBO’s performance and investigates PBOs capabilities required for management of crises.

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