Thesis (Ph.D.)--University of Melbourne, Faculty of Economics and Commerce, 2008. / Typescript. Includes bibliographical references (leaves 307-319)

Thesis (M.P.A.)--University of Hong Kong, 1999. / Includes bibliographical references (leaves 68-69).

Thesis (M.P.A.)--University of Hong Kong, 1999. / Includes bibliographical references (leaves 98-102).

Thesis (M.P.A.)--University of Hong Kong, 1999. / Includes bibliographical references (leaves 68-69). Also available in print.

Thesis (M.P.A.)--University of Hong Kong, 1999. / Includes bibliographical references (leaves 98-102). Also available in print.

We live in a turbulent environment in which the unpredictability of crises is unprecedented. Following this, crisis management literature has shifted from traditional planned and process-based approaches to contemporary concepts that emphasize reactivity. Although contemporary scholars label traditional approaches as outdated, it remains unknown if real organizations agree. The question thus becomes, how do different organizations apply crisis management theory in practice and what influences the design of their systems? This qualitative study relies on focus groups and interviews from SMEs, large, and state-owned organizations. The empirical findings show that predominantly traditional crisis management systems are utilized. The systems are mainly proactive when crisis vulnerability is limited but extend to include a reactive and flexible strategic element when the organization is large and faces unpredictable crises. Relying on a purely contemporary crisis management system is rare but possible, as demonstrated by one small organization. Overall, the crisis management design is influenced by size, organizational structure, crisis vulnerability, identity, expert opinions, similar organizations and where the responsibility for crisis management is placed in the organization.  Practitioners can use this study to understand how to apply traditional and contemporary crisis management systems. Scholars can use this study to understand the gap between theory and practice, which opens several avenues for further research that concern influences and characteristics of real crisis management systems.

This thesis suggests that consensus is a critical blind spot in crisis management models. The authors have grounded their argument in one conceptual framework by integrating two model theories in crisis management models and consensus theory and its related behaviors; Abilene Paradox and Groupthink. The authors evaluated these theories against Lehman Brothers between 2007 and September 2008. The results demonstrate that consensus is problematized in the decision-making process throughout the crisis management model. This suggests that consensus is a dormant risk factor that should be viewed as problematic in crisis management models. The authors conclude that the role of a principled constructive dissenter should be formalized in leadership and management of organisations to short circuit problematic consensus in crisis models.

La gestione civile delle crisi (GCC) si inserisce nel contesto della Politica Europea di Sicurezza e Difesa (PESD) che, a sua volta, è uno degli elementi della più ampia PESC (Politica Estera e di Sicurezza Comune). GCC, PESD e PESC sono componenti delle relazioni esterne dell'Unione europea (UE). La gestione civile delle crisi è una policy dell'UE la cui analisi richiede di rispondere a diversi quesiti teorico pratici: 1) cosa è esattamente la gestione civile delle crisi e a cosa essa corrisponde in ambito UE (Capitolo I); 2) quali sono le caratteristiche generali delle iniziative civili per il mantenimento della pace e della sicurezza internazionali realizzate dalle Nazioni Unite (NU), dall'Organizzazione per la Sicurezza e la Cooperazione in Europa (OSCE), dall'Unione dell'Europa Occidentale e dalla NATO (Capitolo I), 3) come si è sviluppata la GCC dal trattato di Maastricht a oggi (Capitolo II e Capitolo III); 4) come si concepisce, pianifica e lancia una missione di GCC (Capitolo iv); quali sono le missioni di GCC realizzate dall'UE dal 1997 al 2006 (capitolo v); 5) quale è la relazione tra PESC, PESD E GCC e il valore aggiunto della GCC dell'ue rispetto ad altre organizzazioni internazionali (Conclusioni) / Civilian Crisis Management (CCM) is part of the European security and defence policy (ESDP), which is, on its own, an element of the broader common foreign and security policy (CFSP). CCM, ESDP and CFSP are tools of the external relations of the European Union (EU) . Civilian crisis management is a policy of the EU whose analysis requires both a theoretical and practical approach. It is indispensable to understand what civilian crisis management is, in general, and specifically in the framework of the European Union (Chapter I). Afterwards, some attention has been devoted to the investigation of the civilian crisis management initiatives of the United Nations (UN), of the Organization for Security and Cooperation in Europe (OSCE), of the Western European Union (WEU) and of the North Atlantic Treaty Organization (NATO) (Chapter I). A further step in the understanding of the CCM of the EU is the evaluation of its historical evolution from the Treaty of Maastricht up to 2006 (Chapter II and III). It is also paramount to consider how CCM missions are designed, planned and deployed (Chapter IV) and which missions have been carried trough until 2006 (Chapter V). Finally, it has been evaluated which is the current relations in-between CCM, ESDP and CFSP and which is the added value of EU's CCM compared to the initiatives of other international organizations (Conclusions).

捷運系統具有運量大及快速的特性，且大部分路線位於地下，一旦發生意外，可能造成很大的災難，國外捷運發生災難的例子常從媒體報導中看見。國內台北捷運雖尚無發生人員重大傷亡的災難，但過去發生的許多事件往往是媒體報導的新聞焦點，有些事件的危機處理也廣受批評，因此，捷運的危機管理機制及危機處理是值得關注與探討的課題。 本研究是透過文獻探討及案例分析的方法，探究捷運的危機管理問題。以危機管理的理論模式檢視現行台北捷運的危機管理機制，另外發展危機個案分析的檢視準則，分析與檢視過去台北捷運發生的危機案例，經由深入的探討與檢視，最後針對捷運的危機管理提供適當的建議。 本研究對台北捷運的危機管理之建議有以下幾項： 一、台北捷運的危機管理計畫，應該涵蓋所有的危機類型。 二、台北捷運應設立一個恆常性之「危機管理小組」編組。 三、台北捷運應充實危機管理知識庫。 四、台北捷運應成立編組關心發生意外的當事人，並邀請消基會代表、消保官、律師及學者專家等公正人士介入協調。 五、新聞處理首重掌握正確且即時的事件資訊，新聞聯繫採取誠實面對、主動說明、統一對外發言之積極作為。另平時應強化表達組織重視公益且要表現正義、與新聞記者互動坦誠互信，建立記者的信賴與信心。 / Owing to the characteristics of high riderships and rapidity, and the fact that most lines are routed underground, a small accident happened in Metro system may cause grave disaster. So far there hasn’t been any accident with severe injuries happened in Metro Taipei; however, crisis management is still an important topic worth further discussing, for accidents happened before have caused media criticisms and been put under intense spotlight. With literatures reviews and case studies, the study probes into the problems behind Metro Taipei crisis management system. To provide the most adequate suggestions for the future, cases are re-analyzed, a crisis management model is also applied to examine the current crisis management system. Several suggestions are proposed from the study for future Metro Taipei crisis management. 1. Metro Taipei crisis management plan should cover all types of crises. 2. A standing “crisis management group” should be established in Metro Taipei. 3. A crisis management knowledge base should be set up in Metro Taipei. 4. The “Casualties Care Team” should be set up in Metro Taipei to take care of the casualties and fair and honest social figures (e.g., Consumers’ Foundation, consumer ombudsman, lawyer, professor) should be invited for reconciliation mediation. 5. The most important thing in news management is to obtain the most current information which are firmly based on facts. News correspondence with media should be honest, active and unified. Value welfare service and social justice. Maintain an honest and mutual trusted relationship with news reporters.

Forskning inom kriskommunikation tyder på att det är viktigt som företagare att hantera kriskommunikation väl, oavsett storlek på organisationen. Utsläppsskandalen VAG-koncernen orsakade hösten 2015 skakade bilvärlden. Miljoner fordon blev påverkade av skandalen utan förvarning. I dagsläget pågår fortfarande utsläppsskandalen.Syftet med studien var att beskriva och analysera hur VAG-koncernen kommunicerade under utsläppsskandalen, baserat på uttalanden som de själva gjort samt utifrån det bedöma hur koncernen hanterade krisen. Slutligen analyserades resultatet med diskussion där slutsatsenblev att VAG-koncernen överlag hanterat krisen på ett bra sätt genom att de bad om ursäkt för skandalen, tillsatte en ny ledningsgrupp, tog ansvar för situationen och försökte återställa allt så gott det gick. Det negativa var att de agerade långsamt. Rekommendationen från de teorier som använts i denna studie är att agera fort, inom 24-36 timmar efter krisens start. VAG-koncernens första uttalande kom sju dagar efter skandalens uppdagande.De teorier som vi oftast kunde koppla till VAG-koncernens uttalanden var Image Repair Theory (IRT) och Situational Crisis Communication Theory (SCCT). Dessa teorier kopplades till alla tio uttalanden. Fem av uttalandena kopplades till strategin tillrättaläggande inom teorin IRT, vilket var den strategi som hade högst frekvens bland koncernens uttalanden. / Crisis communication is a globally central concept. Research in the area indicates that it isimportant for businesses to handle crisis communication well, regardless the size of theorganization. The emission scandal caused by the VAG-group in the autumn 2015 rattled theautomotive business. Millions of vehicles were affected by the scandal without warning. Thescandal is still going on in present time.The purpose of the study was to describe and analyze how the VAG-group communicatedduring the crisis based on the statements made by the VAG-group. Additionally, also determinehow VAG handled the crisis. Finally the result was analyzed with a discussion where theconclusion is that the VAG-group generally handles the crisis well since they apologized forthe scandal, changed the board, took responsibility for the situation and tried to restoreeverything as much as possible. The only negative aspect was their slow acting. Therecommendation from the theories used in this study is to act fast, within 24-36 hours after thestart of the crisis. For the VAG-group the first statement came seven days after the reveal of thescandal.The theories that we could connect mostly to the statements made by the VAG-group were theImage Repair Theory (IRT) and the Situational Crisis Communication (SCCT). These theoriescould be related to all ten statements. In five of the statements the strategy Corrective actionfrom IRT was connected which was the strategy with the highest frequency within thestatements by the VAG-group.