Crisis management is often viewed as a short-term response to a specific event. While that is a part of the crisis management process, Crisis Management in the New Strategy Landscape takes a long term approach and offers a strategic orientation to crisis management. The text follows a four stage crisis management framework: Landscape survey (anticipating crisis events), strategic planning (setting up the crisis management team and plan), crisis management (addressing the crisis when it occurs), and organizational learning (applying lessons from crisis so they will be prevented, or at least mitigated in the future). Features & Benefits - Strategic approach used throughout the text - New trends in crisis management - Material on business ethics - What to do after the crisis - Case studies and vignettes at the beginning and end of each chapter

Offering a strategic orientation to crisis management, this fully updated edition of Crandall, Parnell, and Spillan′s Crisis Management helps readers understand the importance of planning for crises within the wider framework of an organization′s regular strategic management process. This strikingly engaging and easy-to-follow text focuses on a four-stage crisis management framework: 1) Landscape Survey: identifying potential crisis vulnerabilities, 2) Strategic Planning: organizing the crisis management team and writing the plan, 3) Crisis Management: addressing the crisis when it occurs, and 4) Organizational Learning: applying lessons from crises so they will be prevented or mitigated in the future. The second edition emphasizes the importance of managing both the internal landscape (those stakeholders within the organization, such as the employees, owners, and management) and the external landscape (those stakeholders outside of the organization, such as the media, customers, suppliers, general public, government agencies, and special interest groups).

How can you identify potential crisis vulnerabilities? What is the most effective way to handle a crisis? How can you prevent or mitigate crises in the future? You will find the answers to these questions and more in this fully updated edition of Crisis Management: Leading in the New Strategy Landscape. To help you develop the skills and knowledge you will need to handle organizational crises effectively and strategically in your future management role, the authors, all experts in crisis management, guide you through a four-stage crisis management framework:1. Landscape Survey: identifying potential crisis vulnerabilities2. Strategic Planning: organizing the crisis management team and writing the plan3. Crisis Management: addressing the crisis when it occurs 4. Organizational Learning: applying lessons from crises so that they will be prevented or mitigated in the futureIn addition, you'll get a timely look at the latest on how crisis management plans and teams will look in the future, and you will explore a wide range of cases that demonstrate real-world crisis events and how they were managed. Discussion questions and references with each case, end-of-chapter class exercises, and an outline of the key components of a crisis management plan are included to help you master key concepts and skills. This book is ideal for students in crisis or strategic management courses and for managers interested in learning more about crisis planning and preparation.

Never HIGHLIGHT a Book Again! Virtually all of the testable terms, concepts, persons, places, and events from the textbook are included. Cram101 Just the FACTS101 studyguides give all of the outlines, highlights, notes, and quizzes for your textbook with optional online comprehensive practice tests. Only Cram101 is Textbook Specific. Accompanys: 9781412954136 .

This book explores the management of information in crises, particularly the interconnectedness of information, people, and technologies during crises. Natural disasters, such as the Haiti earthquake and Hurricane Katrina, and 9/11 and human-made crises, such as the recent political disruption in North Africa and the Middle East, have demonstrated that there is a great need to understand how individuals, government, and non-government agencies create, access, organize, communicate, and disseminate information within communities during crisis situations. This edited book brings together papers written by researchers and practitioners from a variety of information perspectives in crisis preparedness, response and recovery. - Edited by the author who coined the term crisis informatics - Provides new technological insights into crisis management information - Contributors are from information science, information management, applied information technology, informatics, computer science, telecommunications, and libraries

When "blindsided" by a crisis, are you ready to be the real leader who brings strength of character and split-second action to restore a "new normal"? Workplace violence, natural disaster, or worse -- it comes down to who you are and what you do in the face of the test. Learn time-tested skills to make a difference in a crisis! In this new, completely updated and expanded 2nd edition of Bruce Blythe's Blindsided, he walks you through the foolproof step-by-step system to become the kind of leader he calls a "crisis whisperer." Result: You will never be "blindsided" again! In the first half of the book, Blythe lands you in the middle of a fast-breaking crisis – an active shooter in the corridor outside your office -- and uses real-world case studies, examples, and checklists to show what a top-notch leader would need to do in each phase of the crisis. Then, in the second half of the book, he demonstrates how to apply this knowledge to develop and implement your own crisis management plan.Blindsided is two books in one: Crisis Response and Crisis Preparedness. NEW in the 2nd edition: How to apply the "Reasonable Person Test" and "Wall Street Journal Test" to crisis decision management decisions in advance. New chapter on Reputation Management shows how to make the right decisions, before reputation and bottom line suffer! How to avoid falling into the "Crisis Red Zone," in which your leadership effectiveness can evaporate. How to lead the workforce into a "New Normal," even in the wake of the most upsetting and disorienting crisis. How to develop Crisis Response Teams as part of your Crisis Management Plan - selecting and training the right people for the job. How to anticipate important Crisis Management risks that are trending and will be part of your future - and how to prepare for them in a Crisis Management Plan that works for today and tomorrow. Practical forms, checklists, cases studies, real-life examples, glossary, index, discussion questions, and other take-and-use tools: Quick use response guide at the end of each chapter - all 15 can form a handy pocket guide. Incident checklists for 9 major types of crisis - accidental death, chemical/toxic exposure, earthquake, and more. Special guide for organizing in advance to address the needs of families of those who are injured or lost in an event - with sample conversations. Instructor's Manual and 300+ classroom slides available upon book adoption. Professors: Request a complimentary copy. QUOTES “Takes the reader through some of the toughest moments in the life of a leader...moments that create legendary leaders or cut short promising careers.” - Daniel Diermeier, Dean of the Harris School of Public Policy and Emmett Dedmon Professor of Public Administration, University of Chicago "Having served as CEO of a Fortune 500 company, I can personally attest to the value of the crisis management system Blythe outlines." - Luke R. Corbett, Lead Independent Director of OGE Energy Corporation and Former Chairman and Chief Executive Officer of Kerr-McGee Corporation. “I loved the first edition...and Bruce's experience and insight since that time has expanded to make this [second edition]...an advanced textbook which incorporates the many substantial changes in our world over the past decade – from the expansion of terrorism to communicative diseases to the role of the Internet in all crises.” – Jonathan Bernstein, President of Bernstein Crisis Management, Inc.

Michael Gibbert presents a thoughtful theoretical framework allowing readers to critically think about imaginations related to strategy making. His research is based on a highly complex case and diversified context allowing us to understand the use of different theories in an integrated way. Gilbert Probst, World Economic Forum, Geneva, Switzerland Putting imagination center stage in strategy making is a long overdue perspective, one that can renew the field. Michael Gibbert makes an important contribution through this integrative framing. Yves Doz, INSEAD, France If you can t imagine the future of your company, how are you supposed to shape it? This book helps appreciate and execute imaginative strategy making. Martin Hoegl, WHU Otto Beisheim Graduate School of Management, Germany Which strategy making approach works best in a crisis? In current literature, the recommendations oscillate between prediction, control, and practice, but this unique book focuses specifically on strategy making in a crisis. In a crisis, the business landscape is neither stable nor predictable, resources are scarce rather than abundant, customers disappear and shareholders revolt, all of which can make prediction and control very difficult. Drawing on evidence from philosophy, and on a multi-year case study of a major multinational, Michael Gibbert points to three different kinds of imaginations and proposes a three-step model for imaginative strategy making. Introducing new topics on this subject, Strategy Making in a Crisis will strongly appeal to top-level managers, including corporate development departments, and business-unit level strategy. Postgraduate students will also receive ideas for their own theses, not only from the content, but also from the approach which is deductive and integrates management theories using social science literature and methodology.