Planning Makes (Closer to) Perfect: Exploring United States’ Local Government Officials’ Evaluations of Crisis Management

How a government responds to, manages, and communicates about crisis has direct implications for public well‐being and ultimately shapes public opinion about local governments and government officials. Yet, little is known about crisis preparation, especially that of local governments. Local governments are involved in managing any crisis situation that affects their communities, regardless of the responsible organization or nature of the crisis. This study surveys local government officials (N = 307) in 44 states across the United States who manage crisis communication to reveal unique considerations of planning, magnitude and citizen satisfaction on crisis management. Novel findings are revealed with respect to each variable to direct future crisis research, particularly that informing the precrisis stage.     

Crisis Communications Management on the Web: How Internet‐Based Technologies are Changing the Way Public Relations Professionals Handle Business Crises

This article analyses how Internet‐based technologies can help companies to: monitor their business environment online in search of potentially conflictive issues that need to be managed (issues management); to prepare a crisis communications plan that considers the Internet side of today's business landscape (crisis communications planning); to respond adequately to crises should they arise by using all available online tools (crisis response); and to establish appropriate Internet‐based actions once the crisis dies down (post‐crisis). The article also questions whether the traditional one‐way corporate approach and tone is still suitable in the new, more participative, online business environment, or whether companies should use a different tone, language, and attitude when engaging with their audiences on the Internet in a crisis situation.     

Relational immunity? Examining relationship as crisis shield

This study examined the influence of a crisis on relational perceptions and the role of an empathetic response from stakeholders by investigating students’ perceptions of their relationship with a university following an on‐campus shooting. Findings show that despite the generally positive relationship, the university maintains with its students, the crisis had a negative impact on the students’ perceptions of their relationship with the university. Furthermore, results show how emotions, especially empathy, about an organization in a crisis situation can influence stakeholder relationships. This research helps provide nuance to the extant scholarship on crisis and emotions by introducing stakeholder empathy as a theoretical construct. Results also demonstrate that crisis managers who invest in relationship building before a crisis may elicit empathy more than blame in a crisis and may emerge with less relational damage.     

Organizing for the Big One: A Review of Case Studies and a Research Agenda for Multi‐Agency Disaster Response

Disaster response operations require the cooperation of agencies that seldom interact in their daily operations. The result is a complex coordination problem, which has been in the focus of many case studies. In an effort to facilitate cross‐case learning, this study presents a review of empirical studies on the multi‐agency coordination of disaster response operations. The review covers 80 empirical studies and highlights the importance of training, expertise, planning and plan enactment, leadership and personal acquaintance between the actors in emergent multi‐agency response networks. The analysis results also show that while some areas have received extensive coverage in scholarly publications (e.g., training, skills), a number of important topics have yet to be studied in sufficient depth (e.g., leadership and role taking, plan enactment). Based on these insights, a research agenda is proposed and a number of recommendations for practical disaster response management are made.     

Wielding a Double‐Edged Sword: The Use of Inquiries at Times of Crisis

Inquiries are often seen as a useful tool to deal with a crisis. By installing an inquiry, crisis managers show that they are in control of the crisis response. Moreover, they can hope that by the time the inquiry publishes its report a new topic has caught the attention of media and Parliament and reform measures do not need to be taken to end the crisis ( McConnell, 2003 ). Following a series of riots in British prisons in 1990, the Home Secretary installed an inquiry. By the time the Woolf inquiry published its report, media and Parliamentary attention for the British Prison Service was indeed dwindling. Normally, this low level of attention would provide political actors room to end the crisis with mere small measures and no need for reform. Yet in this case, and contrary to the dominant view on how inquiries influence the crisis management process, the Woolf inquiry provided an unexpected impetus to the crisis managing process, resulting in institutional reform of the British Prison Service (or to be more accurate, the Prison Service of England and Wales). This article shows how an inquiry can have an unexpected effect for political actors managing the crisis by introducing a new way of defining the problem at hand.     

Understanding the use of social media by organisations for crisis communication

Many businesses have commenced using social media for crisis communication with stakeholders. However there is little guidance in literature to assist organisational crisis managers with the selection of an appropriate crisis response strategy. Traditional theories on crisis communication may not adequately represent the social media context. This study took a qualitative approach and explored organisational use of social media for crisis communication at seventeen large Australian organisations. An analysis of 15,650 Facebook and Twitter messages was conducted, drawing on the lens of Situational Crisis Communication Theory (SCCT) (Coombs & Holladay, 2002). Findings suggested that when large Australian organisations responded to crises via social media, they lacked an awareness of the potential of social media for crisis communication. Organisations often did not respond to stakeholder messages or selected crisis response strategies that may increase reputational risk. The paper contributes important understandings of organisational social media use for crisis communication. It also assists crisis managers by providing six crisis response positions and a taxonomy of social media crisis messages that stakeholders may send to organisations. Key implications are discussed.     

Initial Crisis Agent‐Response Impact Syndrome (ICARIS)

There has been a dramatic shift in attitude among organizations regarding the probabilities of crisis occurring. Once crises were considered the domain of the contingency management team that sought the fastest means to recovery, now the entire organization is compelled to take steps intended to mitigate conditions leading to a crisis. In this paper, the authors consider the organization's ‘first responders’ i.e., those who become involuntarily placed in the decision making process because they are the first to become aware of the conditions which indicate impending crisis simply because they are ‘on scene.’ As agents of the organization, these persons will make initial decisions well before the implementation of any formal contingency plan and because their decisions will be based on incomplete assumptions, they are likely to be in error. The impact of these initial crisis‐agent responses can cause irreparable damage to the organization, to the individuals within the organization, and to the surrounding environment. This tendency toward error is referred to as the initial crisis‐agent response impact syndrome: ICARIS. Exercising a program that prepares all employees for the initial decisions that need to be made at the moment of crisis can mitigate problems related to this issue.     

A Schematic View of Crisis Threat Assessment

Given the short time available for decision‐making during a crisis, a schema is considered useful to organizations both for making sense of crisis situations and for developing an effective crisis plan. As an effort to bridge the existing ‘objective’ and ‘subjective’ approaches in crisis classification, a schematic view of assessing crisis threats is elaborated in this study and a new instrument for empirical measurement is further developed. The study is based on a triangulated research design. Based on inductive research and a questionnaire survey, we developed a schematic framework using a measuring instrument for assessing crisis threats that has four dimensions: command incompetence, environmental pressure, information ambiguity, and coordination difficulties. Then, a comparative case study was used to justify the schematic framework.     

Humour as a double‐edged sword in response to crises versus rumours: The effectiveness of humorously framed crisis response messages on social media

Two single‐factorial experiments were used to examine the double‐edged sword effect of humorously framed crisis response messages on an organization's postcrisis reputation. While experiment 1 was conducted in a crisis situation, experiment 2 examined its effectiveness in the case of a rumour—that is a crisis situation that is not yet confirmed (and thus, it remains uncertain that the events took place). The results indicate that in a crisis situation, humour decreased the perceived sincerity of the organizational response, resulting in higher perceived organizational responsibility for the crisis and hence diminished organizational reputation. However, in the case of a rumour, humour created a more positive organizational reputation through decreased perceived crisis severity, leading to lower perceived organizational responsibility.     

“Damned if you do,damned if you don’t”: Media frames of responsibility and accountability in handling a wildfire

Previous research on media framing of wildfire has chiefly been concerned with the nature of wildfire in the context of climate change and with framing effects on policy and public opinion. Empirical studies on media content, hence what is mediated to crisis managers and the public concerning authorities’ and the public's response, seem to be largely missing. This is remarkable, given that the media represent main sources of information that may influence crisis management and shape public opinion. Thus, the aim of this study was to identify key media frames relating to portrayals of public and authority responses during and after a wildfire crisis. The study is based on media articles from two time periods: immediately after the fire and 1 year later. We used a thematic method of analysis (TA), thus an inductive, “bottom‐up” approach. A core frame, Responsibility/accountability is identified, underpinned by two sub‐themes. One sub‐theme relates to the causes of the fire and its escalation, revealing a number of different interrelated blame frames. The second sub‐theme refers to management of the crisis, reflecting both authorities’ and citizens’ responses. The deficiencies of the former are implicitly suggested to have forced citizens to act to compensate for their inadequacy. The main theoretical contribution is the identification of an interrelationship between frames in relation to different groups of individuals responding to a crisis, pointing to a more complex view of framing effects. In addition, results show how media tend to assess crisis management based on idealistic criteria, inevitably making the evaluation negative. This contributes to an understanding of how media blame frames, thus “blame games,” may unfold. Practical implications of these results are discussed.     

Narcissism and Effective Crisis Management: A Review of Potential Problems and Pitfalls

In the event of a crisis, effective leadership by senior officials plays a significant role in an organization's attempt to return to a state of normal operation. Effectiveness, however, can be hampered by a leader's behaviour and attitude towards colleagues, and other employees within the organization. This paper explores how narcissism and narcissistic leaders may affect crisis management within an organization. Using the literature from the American Psychiatric Association, crisis management, and leadership, this paper explores how personality disorders associated with narcissism may affect the pre‐crisis, crisis, and post‐crisis stages of crisis management. The paper concludes by offering suggestions on how to handle narcissistic leaders within an organization, and areas for future research.     

基于RFID的校园一卡通系统的设计与实现

针对山西财专“一卡通”建设的现状,提出了基于射频识别技术(RFID)的校园一卡通建设方案.RFID在精准度、读写距离、安全等方面都要优于传统的识别技术,该技术为校园一卡通的实现提供了有力的技术支持.对系统结构、功能、RFID系统中的关键技术即防碰撞算法作了介绍,以期进一步推进数字化校园的建设进程.     

Factors Influencing the Selection of Decision Support Systems for Emergency Management: An Empirical Analysis of Current Use and User Preferences

Computer‐aided decision support systems can be valuable tools in crisis response and preparedness training for emergency management professionals. However, to realize their full value, these tools must be designed with the needs of a broad range of potential users in mind. This paper describes preliminary research to determine how decision support systems are used by emergency managers and other officials as well as specific user needs for decision support in the planning, response and recovery from natural hazards and other extreme events. It seeks to identify which attributes of these systems are most desired by emergency management practitioners, the benefits and drawbacks as perceived by both users and non‐users of the systems and areas where improvements are desired.     

Using a Situational Q‐Sort to Assess Perceptions of a Food Recall Message as a Function of Delivery via Social,Organizational or Traditional Media

Behavior in response to a crisis will result from a combination of individual and situational variables. In spite of the increased recognition of the importance of situational variables, a literature and methodological toolkit for the study of situational influences that is comparable with those available for individual variables has not yet emerged. However, the recently developed Riverside Situational Q‐sort provides a novel method for quantifying subjective impressions of any situation. This proof‐of‐concept demonstration asked participants to complete the RSQ in response to an imaginary food crisis situation communicated via one of three message sources (social media, organizational website and traditional media). Results illustrate the potential of this method to provide quantitative evaluations of subjective responses to crisis situations.     

Towards a Theoretical Understanding of the Recurrence of Crises Embracing the Issue of Organizational Learning: An Illustration with the Case of Two Hostile Takeover Bids Faced by Société Générale (1988, 1999)

In this article, we try to better understand the relationship between learning and crisis through the analysis of recurrent crises. Our study focused on two successive and similar crises experienced by the same organization, namely two hostile takeover bids a French bank (Société Générale) had to cope with in 1988 and 1999. From a literature review within the fields of organizational learning and management crisis, we proposed an analytical grid making it possible to get a better understanding of crisis‐induced lesson‐drawing processes. We then used that grid to analyse and compare the learning processes implemented during the two crises under study. This comparison leads us to suggest that lack of organizational learning is one factor that accounts for crisis recurrence. Conversely, proactive crisis management behaviour – resulting from double‐loop learning – seems to be the most fruitful behaviour to adopt in order to prevent a recurrent crisis and produce long‐term effects in the organization.     

Opening organizational learning in crisis management: On the affordances of social media

Research on the role of social media in crisis management has led to a deeper understanding of their affordances. This research, however, is fragmented, with a primary focus on crisis response. We lack a clear conceptualization of the affordances that social media offer by learning from them to prepare strategically for crises. Based on a systematic review of 128 papers, we inductively build a framework of social media affordances for organizational learning in crisis management. We discuss their role and interplay in strategic crisis management, focusing on organizational crisis learning, and outline avenues for future research based on this foundation.     

Codifying a crisis: Progressing from information sharing to distributed decision‐making

A key challenge in crisis management is maintaining an adequate information position to support coherent decision‐making between a range of actors. Such distributed decision‐making is often supported by a common operational picture that not only conveys factual information but also attempts to codify a dynamic and vibrant crisis management process. In this paper, we explain why it is so difficult to move from information sharing towards support for distributed decision‐making. We argue that two key processes need to be considered: supporting both the translation of meaning and the transformation of interests between those on the front line and those in the remote response network. Our analysis compares the information‐sharing processes in three large‐scale emergency response operations in the Netherlands. Results indicate that on several occasions the collaborative decision‐making process was hampered because actors limited themselves to factual information exchange. The decision‐making process only succeeds when actors take steps to resolve their varying interpretations and interests. This insight offers important lessons for improving information management doctrines and for supporting distributed decision‐making processes.     

The clock is ticking: Temporal dynamics of campus emergency notifications

As first responders to incidents, public safety officials must quickly converge on meaning of what occurred, the threat to the university and what information is pertinent to the campus community. Utilizing in‐depth interviews with current campus public safety officials in the Washington, D.C. metro area, this study explored how emergency communicators interpret the concept of timely in campus emergency notification decision‐making and what factors impact their ability to enact this interpretation. Findings from this suggested that the temporal ambiguity of the law creates differing expectations of timely, with prealert processes impacting how quickly notifications can be sent. Further findings indicate that universities with the more sophisticated emergency management roles also had the more robust emergency notification functions.     

校园网络安全应急响应系统研究与实现

校园网络安全事件频发,安全问题严重。如何确保各校园网络的安全运营,更好地为教学和科研服务,成为各大院校十分关注的问题。安全应急响应系统是解决校园网络安全问题的有效途径。分析了校园网络环境的特点和安全风险,明确了什么是应急响应,指出了校园网络安全应急响应系统的主要功能、服务对象和服务内容,结合实践重点探讨了如何设计并实现校园网络安全应急响应系统。     

校园网络体系中核心网的安全系统设计与实施

校园局域网已经成为当今信息时代高等学校谋求发展的一项重要基础设施,建设一个技术先进、运行可靠而又经济实用的校园局域网,是在新形势下高等学校提高教育管理水平的一个重要保证。因此,研究校园网络安全系统的构建具有很强的现实意义。本文通过研究校园网络体系结构的特点,从网络的可靠性分析出发,探讨了核心网的安全体设计与实施方案。