 |
 |
|
Rosenthal & KouzminManagement > Crisis Management > Lectures > Independent Research > Rosenthal & Kouzmin
Rosenthal and Kouzmin (1996)Crises management was once thought of as a specialised skill, reserved only for trained professionals. Now it involves everyone, especially the CEO. Crises are viewed as a process, affecting more than just a specific area and a specific time. Creeping crises include things like deforestation, pollution and global warming, which are gradually getting worse, without firms really realising until it is too late. Although governments have encouraged prosperity and safety, they have often been lenient in disaster-prone sectors, resulting in “normal accidents” (Perrow, 1984). Firms have also been slow to realise the effects their actions have on society. To succeed in the long term, governments and corporations need to develop institutional resilience and resist pressures of efficiency.
Institutional resilience, Crises and Vulnerability Management |
|
