Crisis Management in Chinese Organizations [electronic resource] : Benefiting from the Changes /
Alas, Ruth.author.
Gao, Junhong.author.
Provides the theoretical framework on how to manage crises in organizations. The author connects crisis management theories with practical examples from Chinese companies and how they contribute to better crisis management not only in Chinese organizations, but also in organizations from other countries.
Description based upon print version of record.
Cover; Half-title; Title; Copyright; Contents; List of Tables; List of Figures; Preface; Introduction; 1 Introduction to Crisis Management; 1.1 Crisis management theory; 1.2 The triangular model of crisis management; 1.3 Empirical study of crisis management in Chinese companies; 2 China's Ideological, Economic, and Institutional Transformation; 2.1 Institutional aspect; 2.2 The economic aspect; 2.3 Ideological aspect; 2.4 Summary; 3 Type of Crisis; 3.1 The source of crisis; 3.2 The scope of crisis impact; 3.3 Character of crisis; 3.4 Types of crises in Chinese organizations
4 Crisis Management Process4.1 Strategy; 4.2 Leadership; 4.3 Communication; 4.4 Crisis management process in Chinese organizations; 4.5 Crisis communication and its influence in Chinese organizations; 4.5.1 Communication content; 4.5.2 Communication objects; 4.5.3 Communication spokesperson; 4.5.4 Communication channels; 4.5.5 Findings; 5 Crisis Partnership; 5.1 Shared values and ethics; 5.1.1 Ethics; 5.1.1.1 Ethics domains and scope; 5.1.1.2 Factors influencing ethical conduct; 5.1.2 Values in organizations; 5.2 Key partners; 5.3 Networks
5.4 Crisis management partnership in Chinese organizations5.5 Human resources crises in Chinese organizations; 5.5.1 Sources, impacts and handing of HR crisis in China; 5.5.2 Summary of HR crisis in China; 5.6 The causes of reputational crises in Chinese organizations; 5.6.1 The sources of reputational crises; 5.6.2 Analysis of the sources of reputational crisis; 5.6.3 The connections between sources of reputational crisis and Chinese societal transformation; 6 The Connections between Crisis and Enterprise Life-Cycle Stages; 6.1 Enterprise life-cycle theory
6.2 The connections between crises and enterprise life-cycle stages6.2.1 Enterprise life-cycle stages; 6.2.2 Types of crises at each life-cycle stage; 6.2.3 The impact of crises at each stage; 6.2.3.1 At start-up stage; 6.2.3.2 At growth stage; 6.2.3.3 At maturity stage; 6.2.3.4 At rebirth or decline stage; 6.2.4 Overview of a crisis' impact on the life-cycle; 7 Crisis Management, Change Management, and Innovation Management; 7.1 Change management theories; 7.2 Types of change; 7.2.1 Types of change in terms of scope; 7.2.2 Type of change in terms of initiative; 7.2.3 Duration of change
7.3 The process of change7.3.1 Core process; 7.3.2 Support processes; 7.4 Readiness to change; 7.4.1 Employee attitudes; 7.4.2 Organizational culture; 7.4.3 Organizational learning; 7.5 Innovation theories; 7.5.1 Types of innovations; 7.5.2 Process of innovation; 7.5.3 The innovation climate; 7.6 Conclusions; 8 Ethics in Connection with National Culture; 8.1 Introduction of GLOBE study; 8.2 Empirical study of how ethics is connected with differences in national culture; 8.2.1 The method and sample; 8.2.2 Results; 8.2.3 Connections between ethics scales according to cultural dimensions
8.2.4 Conclusions
Includes bibliographical references and index.
Provides the theoretical framework on how to manage crises in organizations. The author connects crisis management theories with practical examples from Chinese companies and how they contribute to better crisis management not only in Chinese organizations, but also in organizations from other countries.
Asia-Economic conditions.
International business enterprises.
Management.
Leadership.
Organization.
Planning.
International economics.
Asian Economics.
International Business.
Management.
Business Strategy/Leadership.
Organization.
International Economics.