Journal of Contingencies and Crisis Management最新文献

In this paper, we explore a concept of exercise design within emergency management competence development. The paper presents recommendations for exercise design aspects that may be suitable for gaining collaboration skills and knowledge that responders need in unknown events of high complexity. This study explores the practice of tabletop exercises with complex scenarios that engage participants to discover organizational roles and responsibility division in collaborative action. Empirically, we base our analysis on maritime search and rescue nuclear preparedness exercises in the Arctic seas. We focus on elements that are essential for learners to increase their knowledge of operational complexity and collaborative performance, including understanding one's own and others' roles and responsibilities, formation of interagency teams, their boundaries and interaction between authorities and levels, mutual recognition of risks and learning about resource capacities and their limitations. The study draws conclusions on aspects that are critical for designing emergency management tabletop exercises, in particularly discussions in mixed groups for interpretative learning; own practice reflection for integrative learning; formulating general collaborative competence objectives, and complexity and realism of scenarios.

In the United States, alerting authorities are authorized by the Federal Emergency Management Agency (FEMA) to notify the public of imminent hazards and threats by sending Wireless Emergency Alerts (WEAs) through the Integrated Public Alert and Warning System (IPAWS). Although recent efforts have been made to examine historical WEA compliance with frameworks such as Mileti and Sorenson's (1990) Warning Response Model, less attention has been paid to information included in WEAs that is not prescribed by message design frameworks from risk communication scholarship. This paper explores the presence of Situational Crisis Communication Theory's (SCCT) instructing and adjusting information in terse mobile alerts. The authors conducted a content analysis of 4777 WEAs sent between 2019 and 2022 to determine how often and in which contexts (i.e., hazard types, 90- or 360-character messages) these strategies are used. We find that the limited definition of adjusting information used in prior research (e.g., direction to mental health resources) is rarely included in WEAs. Additionally, we identify differences in use by message length (90- vs. 360-characters) and hazard type. We conclude that adjusting information in WEAs most frequently takes the form of organisational response information, thereby amending prior definitions of adjusting information to more closely align with the objectives and goals of warning message design.

Our research documents the experiences of business crisis management in wartime Ukraine. The goal of the paper is to contribute to our understanding of business crisis management in a conflict zone in wartime conditions, a significantly under-researched area. Based on interviews with the owners and managers of 20 Ukrainian companies spanning sectors and geography of the country, the paper provides insights into the various elements that characterize and distinguish war as a crisis type, including having an unknown end point, and, furthermore, what we can learn from how Ukrainian managers have approached this crisis. Among the key findings are how war situations appear to be “cosmology episodes” for which it is not possible to adequately prepare and for which the end point is unknown, both of which call for emergent, adaptive crisis management capabilities and leadership skills characterized by improvisation and other forms of resilience. Notwithstanding this, company wartime crisis management experiences have stimulated intention to more structured anticipatory and preparedness practices, as well as narratives of future renewal in communications with staff and stakeholders, which serve both as a guidepost and coping mechanism during the current crisis.

The role of first responders during extreme crisis events consists of improvising under time pressure to retain control of the unfolding situation and mitigate harmful effects to help organizations restore their ‘normal’ functioning. This pervasive view of crises as cosmologic events obscures their transformational dimension and their long-term positive outcomes. In this article, we explore how actors respond to time pressure and vital stakes while identifying and actualizing a novel trajectory. They improvise to overcome limitations, create, and enact a desirable future to seize an opportunity that arises due to unexpected surprises. We argue that the actualization of novel trajectories relies on a combination of the enactment of a duplicate temporality that combines the chronological time-pressure of the unfolding event and kairotic time, in which critical decisions and actions actualize the desired future. Our contributions to the crisis management literature are twofold. First, we conceptualize chronological and kairotic improvisation practices to acknowledge that crisis response is not only about acting quickly but also about doing the right thing at the right time. Second, we shed light on crises as ‘cosmologic’ events, showing that they can be a point of origin for long-term positive outcomes. Finally, we advocate for a deeper and fine-grained consideration of time and temporality to advance crisis management studies.

This study addresses gaps in the crisis communication literature by examining the role and influence of online opinion leaders in an overlooked type of crisis—organizational factionalism and schisms. This study examined network attributes and characteristics of online opinion leaders during an international religious crisis by conducting a social network analysis of 27,710 posts on Twitter concerning the impending schism within the United Methodist Church. By bridging research on religious crises, organizational factions and schisms, and online opinion leadership in the public relations literature, our results advance theorizing in crisis communication, particularly for Situational Crisis Communication Theory (SCCT). Results reveal online opinion leaders are influential entities and sources of information regarding the crisis, and are not homogeneous in their opinions, thus reflecting the ideological diversity present within factionalism crises. This study confirms and advances previous research by arguing that traditional methods of categorizing crises according to SCCT should not be solely relied on for factionalism and organizational schisms.

Crises often reveal a mismatch between organizational and problem structures, demanding interorganizational coordination or new organizational solutions. Much is known about functions and roles of such organizational solutions, but less about the processes underlying them. This study investigates the processes behind the emergence and institutionalization of organizational solutions to meet new coordination needs in crises, using the Swedish County Administrative Boards' coordination offices for Covid-19 and Ukraine as a case. Based on 94 interviews across political-administrative levels, this study reveals that the coordination office emerged as an interorganizational coordination structure during Covid-19 but is now institutionalized and central to the crisis management system. The institutionalization began during the 2018 wildfires, demonstrating the importance of a decisive event in initiating and shaping organizational adaptation to crises. Thereafter, practices were institutionalized through increasing returns connected to incentives, commitments to norms and identities and objectification of shared ideas and routines. The findings motivate consideration of criteria for evaluating new coordination structures that may become permanent. Contingently evolving practices, often taken for granted and embedded in professional norms and identities, calls for explicit consideration of alternative practices. Last, this study illustrates the importance of appreciating the past when understanding present and future coordination structures.

Since 1970, Middle East and North African (MENA) countries have witnessed evolutionary industrial development and long-running terrorist and inter-country conflicts. Additionally, the risk of accidental, deliberate or natural chemical, biological, radiological, and nuclear (CBRN) threats has also increased, requiring a collaborative review of the health sectors’ preparedness for potential CBRN risks within the region. This study aimed to explore the opinion of multidisciplinary experts interested in disaster management research in MENA about perspectives and challenges on readiness for potential CBRN incidents.

A modified interview online link was sent to the participants. A qualitative thematic analysis was performed on the responses using Nvivo®12 software, following semi-structured modified interviews using the Phonic® application.

A total of 29 participants were sufficient to reach the data saturation. Through an inductive coding approach, five themes were identified: ‘CBRN-Related Incidents are a Threat’, ‘Inadequate National Practice and Policy’, ‘Need for International Cooperation’, ‘Importance of Better Mass Gathering Management’, and ‘Ineffective Hospital Preparedness’.

With the assistance of the World Health Organization, there is a consensus on the need for cooperation between the MENA countries to ensure adequate healthcare preparedness for CBRN threats. Suggested measures should be considered, such as creating a unified database and liaison officer designation.

Despite some evidence that the experience of collaboration contributes to its institutionalization in the crisis management system, the mechanisms behind this process remain unclear. Building on existing research, we distinguish six building blocks (i.e., pressure to collaborate, clarity of roles, mutual trust, leadership, positive feedback and learning) that influence the institutionalization of collaborative crisis management. By applying theory-building process tracing to the Lithuanian COVID-19 and irregular migration crises management, we analyse the interplay on these factors to derive the following propositions: (1) when crisis management involves partners with limited collaborative experience, both transformational and boundary spanning leadership are critical at different stages to institutionalize collaboration; (2) the clarification of roles, provision of positive feedback and the subsequent growth of trust experienced by partners engaged in collaborative activities contribute to the informal institutionalization of collaborative crisis management; (3) positive feedback on previous collaborative experience facilitates learning within the crisis management system and, when supported by the efforts of transformational leaders, leads to the formal institutionalization of collaborative crisis management. These propositions demonstrate how collaborative approaches can be fostered to deal with future crises as well as raise the question on the balance between formal and informal institutionalization of these practices.

South African Universities faced an unforeseen crisis in the form of the #FeesMustFall (#FMF) movement. The Executive Management of the affected Universities was criticized for how the crisis was handled. Due to the significant cost (over R1 billion) to the higher education sector, not just in fiscal losses, but the loss of life, the investment into crisis management would be justified. Crisis management is a business action that includes planning and organising to prepare for and to respond to threats to business activities. Reviewing the literature identified a void regarding the crisis management competencies needed by the Executive Management as perceived by stakeholders. This exploratory study made use of a mixed methodology research design. A self-administered questionnaire incorporating open-ended questions was used to identify and explore the competencies perceived by the stakeholders as important during times of crisis. Simple descriptive statistics were used to identify the top management competencies needed in a time of crisis as perceived by the stakeholders. This was compared with the findings in the literature. The study identified 10 management competencies perceived by stakeholders of which eight competencies are consistent with crisis management competencies found in the literature.

A crisis stems from an unexpected negative change in the environment, threatening the high-priority values of the organization. As a crisis, the COVID-19 pandemic jolted businesses worldwide, necessitating an investigation into the aspects of such an unsolicited change in the culture and effectiveness of organizations. With this aim, this research is based on a two-step explanatory case study of a manufacturing firm. In the first step, to measure the change in the OC, a paired-sample test was conducted using the Denison organizational culture survey model. Next, a qualitative inquiry was carried out, and the data were analysed through theme analysis. The results show significant changes in all 4 traits, including strategic direction and intent, vision and agreement, explained by the 12 qualitative themes. Ultimately, this study answers the long-overlooked impact of a jolt, inducing a crisis, on the organizational culture. It sheds light on the importance of clarity of vision, core values and trust during a crisis.