Summary
Contents
Subject index
Best-managed crises can bring positive recognition and enhance an organization’s value; worst-managed crises can snuff its viability. Numerous books have been written on the topic, but many lack rigor: prescriptions are untested and quick fixes are based on elevating the readers’ fears. The International Handbook of Organizational Crisis Management reflects the latest understanding of this field from prominent scholars and practitioners around the globe. Pushing the boundaries of crisis management research and practice, this book offers new frameworks and findings that capture insights and guidance for researchers and executives. Today’s crises require no less. Novel and poorly understood technologies, globalization, changing political climates, and a shifting social landscape are just a few of the forces currently changing the ways in which organizations experience crises. The International Handbook of Organizational Crisis Management is a grounded cross-section of informed perspectives, a leading edge overview of the field of crisis management that will be useful to researchers and thoughtful practitioners.
Organizations in World Risk Society
Organizations in World Risk Society
Today's critical debate over—and, sometimes, severe doubts about—risk-management practices ironically follow in the wake of massive endeavors to control and rein in the risks associated with industrialization. Accidents and unforeseen side effects time and again belied the promises of risk management and damage control. The hidden risks of risk models lie under the surface of controllability. Because modern risk management is often designed to maximize predictability, it frequently underestimates the occurrence of unexpected and unlikely—yet nonetheless possible—events, in terms of both the frequency and the severity of hazards. This unfortunate combination is due to the “uncertainty trap” in which many industries are caught: Industries have to be reasonably optimistic so as to base their decisions on ...
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