Journal of Contingencies and Crisis Management最新文献

The COVID-19 pandemic has emphasized that supply chain resilience is an essential remedy for companies recovering from supply chain disruptions. In the VUCA era, many studies have identified three dimensions (sensing capability, seizing capability and reconfiguring capability) as organizational antecedents that contribute to supply chain resilience from the perspective of dynamic capability. However, the current literature on the antecedents of supply chain resilience largely lacks a managerial perspective. Research has shown that firms rely on supply chain managers when developing supply chain resilience. Nevertheless, little is known about the mechanisms at play in supply chain resilience and its organizational antecedents. Based on existing research, this study explores the paths and effects of managerial antecedents (dynamic management capability) and organizational antecedents (dynamic capability) on supply chain resilience by integrating dynamic and management capabilities. Through a questionnaire survey of supply chain managers in Chinese manufacturing companies, 223 valid sample data points were collected and tested empirically. The results show that the three dimensions of dynamic management capability (managers’ social capital, human capital and cognition) are positively related to supply chain resilience and that supply chain resilience is influenced by the mediating effect of the three dimensions of dynamic capability (sensing, seizing and reconfiguring capabilities). We argue that managers should focus on developing their social capital, human capital and cognition to improve supply chain resilience. This study explains dynamic management capability's role and logical path in supply chain resilience. Furthermore, it examines the mediating effects and internal logic of the three dimensions of dynamic capabilities, providing a new perspective for supply chain resilience research and bringing some management insights for managers to effectively improve firm supply chain resilience in terms of social relationship management and related learning skills.

This study examines the influence of Business Continuity Management (BCM) practices on tour operator companies' financial and nonfinancial performance amid the COVID-19 pandemic. Employing purposive and cluster sampling, a survey was conducted with 331 tour operators, and the study hypotheses were evaluated using Partial Least Squares—Structural Equation Modelling. Findings reveal that the organizational preparedness and embeddedness of continuity practices significantly influence both financial and nonfinancial performance. Additionally, management support and external requirements impact either financial or nonfinancial performance. The study reveals tour operator companies' resilience demonstrated through their continuity management skills, particularly in adapting to business challenges during the pandemic. The research contributes a fresh perspective on the interplay between BCM practices and organizational performance, emphasizing the importance of robust business continuity strategic planning for the future of tourism operator companies.

Australia's Higher Education and Research Sector (HERS) must adopt digital resilience strategies to tackle cybersecurity challenges and manage major crises effectively. In this study, we have developed a digital resilience framework to mitigate these cybersecurity issues. Our findings suggest a range of keystone factors for crisis management, such as implementing cybersecurity awareness programmes, providing cyber support, redefining roles and responsibilities, implying risk management tools, partnerships with external security organizations, introducing policies, reconfiguring technologies, adopting new technologies, and evaluating current changes to combat these issues. These keystone factors will help achieve digital resilience and significantly minimize cybersecurity issues in HERS, not only during the current major crisis but also in the future. This research offers valuable theoretical and practical contributions that can be applied beyond the context of the recent crisis.

The study examined the role of people's perceptions of attribute similarity between two brands in determining and responding to spillover crises and compared the efficacy of three response strategies in mitigating spillover crises. An experiment was conducted using a 2 (attribute similarity: high, low) × 3 (crisis response strategy: bolstering, differentiation, strategic silence) factorial design. The results demonstrated that to protect their brand from negative spillover effects, rival brands with high similarity to the brand in crisis should choose either the bolstering or differentiation strategy rather than staying silent. For rival brands with low similarity, using the bolstering strategy is better than using the strategic silence or differentiation strategy to prevent a decline in brand attitude.

Driven by the academia-industry co-identified need to discover new keystones for optimizing organizational crisis communication and management decision-making, this concept paper proposes a new “READINESS” model. Grounded in the organizational preparedness and resilience literature and drawing predominantly from crisis communication and strategic conflict management elements, READINESS is examined as a multidimensional construct with multilevel efficacy, mental adaptability, and emotional leadership-focused mindset, with a dynamic process-driven agility at its core. Another tenet is that READINESS is not just for crises but also essential to manage threats, risks, conflicts, and crises across the board, constantly shaped by complex informational environments and polarizing sociopolitical issues. We begin by articulating READINESS and then illustrate its application in sticky crisis situations, followed by directions for future research, practice, and training innovation and optimization.

The Russia–Ukraine conflict is a common concern and hot-debated topic of the international community. This study aims to assess the influence of the war and refugee crisis's holistic repercussions on the Polish tour operators/travel agencies; and elaborate on the response capability of managers/concerned authorities. Findings revealed that the war and refugee crisis negatively impacted the travel agencies, and managers were put under severe pressure—decreased number of tourists, plummeted total revenue and surged total costs. The findings further contribute to the advancement and strengthening of understanding of the differential impacts of the factors on tour operators/travel agencies by their grouping criteria (license, main market and IATA certification). The travel agencies' performance metrics and operational statistics deteriorated. The managers' responses about predicting the impact of the ongoing crisis also revealed that the effects of the war and refugee crisis would continue in the near future. The contribution and novelty of the research are the advancement of understanding by evaluating refugees and war's holistic repercussions; how the forced migrations have influenced the performance metrics and elaboration of managers' response capability; and unearthing the methods for the forced migrations.

The outside of normality and normal politics is commonly referred to as emergencies, crises and disasters. The paper describes and analyses this normality/emergency imaginary by relating it to questions about order, necessity and contingency. The paper draws upon Sergei Prozorov's work on order and its excess to examine the shift in the United Kingdom pandemic response from recommendations to mandates and regulations in late March 2020. It is argued that the normality/emergency imaginary transposes the more general problem of necessity and contingency into a less complex one, thus providing a solution to questions of order, but that this displaces and eludes the important questions of contingency as a precondition for politics. Specifically, it reduces questions of order and contingency to a choice between normality or emergency where normality is rendered just and emergency measures come to be seen as necessary and un-political. Indeed, the normality/emergency imaginary, and in particular the assumption that it is analogous to the order/contingency problem, makes it difficult to mount a political critique of emergency measures that does not reproduce and reaffirm the problem that motivates it.

Risk communication is a keystone in crisis prevention and mitigation. For that purpose, many institutions worldwide have the task of translating scientific risk information into actionable messages for public safety. As a collaboration among international risk and crisis communication scholars and practitioners, we sought to identify what risk communication practitioners at higher education organizations in the Global South and North identify as essential elements of effective risk communication, based on 32 interviews in 16 countries during the first wave of the COVID-19 pandemic (June–August, 2020). Results exemplify a shared vision for addressing the stickiest, most wicked challenges to effective risk communication globally. The interviews revealed globally shared best practices related to form, function, and process leading directly to what we consider the keystone of effective risk communication: saving lives (outcome).

Governments grapple with the challenges of uncertainty and complexity in disasters due to interconnected actors. This research explores how government organizations can effectively operate during disasters. Two aspects of network effectiveness—structural and procedural approaches—are considered. The structural approach emphasizes the network stability, while the procedural approach focuses on the process of network evolution. Analysing and comparing response networks from two earthquakes in Korea, a crucial environmental change—government reorganization—between them was identified. This allowed to assess how environmental changes impact network effectiveness. The findings suggest that effective disaster management requires complementing centralized authority with actual power distribution, empowering subnetwork groups as centres of common knowledge base, and emphasizing coordination among organizations with diverse expertise.

In his Physics, Aristotle acknowledges the role of Tyche, the Greek equivalent of contingency. His home, the Greek peninsula, was, and is today, regularly struck by natural hazards. Ancient records document that they wrought substantial damage to the infrastructure and political integrity of communities. Lacking reliable forecasting systems, for the ancient Greeks any of these hazards was contingent, even though there existed accepted interpretations of what (or who) caused these phenomena. Roughly 2.500 years later, future studies call sudden, unpredictable events like these ‘wild cards’. Occurring with a low probability but a substantial impact, wild cards pose challenges to social, political, and economic stability. Just as natural hazards unexpectedly interrupted and transformed social, political, and economical life in ancient communities, wild cards have the potential to disrupt current and future societies and economies. With the modern world increasingly complex and interconnected, wild cards will increase in frequency, likelihood, and impact. More than ever, local calamities will show global effects. To mitigate these effects and enable a fast recovery, creative approaches are needed. A gaze into how the societies of the distant past successfully coped with the wild cards that hit them, may thus yield inspiration for disaster risk reduction in the Anthropocene.