Crises Of Identifying
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The Crisis Management Cycle
The Crisis Management Cycle is the first holistic, multidisciplinary introduction to the dynamic field of crisis management theory and practice. By drawing together the different theories and concepts of crisis management literature and practice, this book develops a theoretical framework of analysis that can be used by both students and practitioners alike. Each stage of the crisis cycle is explored in turn: Risk assessment Prevention Preparedness Response Recovery Learning Stretching across disciplines as diverse as safety studies, business studies, security studies, political science and behavioural science, The Crisis Management Cycle provides a robust grounding in crisis management that will be invaluable to both students and practitioners worldwide.
Global Legitimacy Crises
Author: Thomas Sommerer
language: en
Publisher: Oxford University Press
Release Date: 2022-07-14
This is an open access title available under the terms of a CC BY-NC-ND 4.0 International licence. It is free to read at Oxford Scholarship Online and offered as a free PDF download from OUP and selected open access locations. Global Legitimacy Crises addresses the consequences of legitimacy in global governance, in particular asking: when and how do legitimacy crises affect international organizations and their capacity to rule. The book starts with a new conceptualization of legitimacy crisis that looks at public challenges from a variety of actors. Based on this conceptualization, it applies a mixed-methods approach to identify and examine legitimacy crises, starting with a quantitative analysis of mass media data on challenges of a sample of 32 IOs. It shows that some, but not all organizations have experienced legitimacy crises, spread over several decades from 1985 to 2020. Following this, the book presents a qualitative study to further examine legitimacy crises of two selected case studies: the WTO and the UNFCCC. Whereas earlier research assumed that legitimacy crises have negative consequences, the book introduces a theoretical framework that privileges the activation inherent in a legitimacy crisis. It holds that this activation may not only harm an IO, but could also strengthen it, in terms of its material, institutional, and decision-making capacity. The following statistical analysis shows that whether a crisis has predominantly negative or positive effects depends on a variety of factors. These include the specific audience whose challenges define a certain crisis, and several institutional properties of the targeted organization. The ensuing in-depth analysis of the WTO and the UNFCCC further reveals how legitimacy crises and both positive and negative consequences are interlinked, and that effects of crises are sometimes even visible beyond the organizational borders.
Leading at the Edge: Essential Strategies for Navigating Crisis and Driving Change
A comprehensive guide to navigating challenging times and fostering growth through crisis, Leading at the Edge provides essential strategies for leaders looking to guide their organizations through uncertainty and emerge stronger. Delving into real-world examples and practical frameworks, this book empowers readers with a deep understanding of crisis management, resilience building, and change leadership. By embracing the principles outlined within, leaders can develop the agility, adaptability, and foresight necessary to overcome adversity, inspire innovation, and drive lasting success. This book is invaluable for executives, managers, and entrepreneurs facing the challenges of a rapidly evolving business landscape. Its insights and actionable advice are essential for anyone seeking to navigate crisis, foster resilience, and lead with purpose and effectiveness.