| Crisis Management: Resilience and Change Contributor(s): Kovoor-Misra, Sarah (Author) |
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ISBN: 1506328695 ISBN-13: 9781506328690 Publisher: Sage Publications, Inc OUR PRICE: $122.55 Product Type: Paperback - Other Formats Published: March 2019 |
| Additional Information |
| BISAC Categories: - Business & Economics | Conflict Resolution & Mediation - Business & Economics | Management - General - Business & Economics | Public Relations |
| Dewey: 658.405 |
| LCCN: 2018043670 |
| Physical Information: 0.6" H x 7.4" W x 9.1" (0.95 lbs) 264 pages |
| Descriptions, Reviews, Etc. |
| Publisher Description: Modern organizational crises are complex, diverse, and frequent. Ineffective crisis management can result in catastrophic loss. Crisis Management: Resilience and Change introduces students to best practices for preventing, containing, and learning from crises in our global, media-driven society. While covering the strengths of existing works on crisis management, such as systems, leadership, communication, and stakeholder perspective, this innovative new text goes beyond to include global, ethical, change, and emotional aspects of crisis communication. Using her proven transformative crisis management framework, Sarah Kovoor-Misra illustrates how organizations of all sizes can be adaptable, proactive, resilient, and ethical in the face of calamity. |
Contributor Bio(s): Kovoor-Misra, Sarah: - Dr. Sarah Kovoor-Misra is an Associate Professor of Management at the University of Colorado Denver. Since 1989, she has been studying and researching issues pertaining to organizational crises and organizational change. She has published numerous articles on crisis management that have focused on issues such as the attributes of a crisis (Kovoor-Misra et al., 2001), the causes of a crisis (Kovoor-Misra, 1999), online crises and crisis management (Kovoor-Misra and Misra, 2007), how organizations should and do prepare for crises (Kovoor-Misra, 1995; Pearson et al., 1997; Kovoor-Misra et al., 2000), barriers to crisis preparedness (Kovoor-Misra, 1996; 2002), learning from a crisis (Kovoor-Misra & Nathan, 2000; 2002), and identity and reputation during a crisis (Fiol & Kovoor-Misra, 1997; Kovoor-Misra, 2007). More recently she has studied the relationships between leaders and followers during a crisis, and the effects of followers' judgments that their leaders are responsible for creating the crisis situation on their learning, trust, organizational identification, sense of hopelessness, and emotional exhaustion (Kovoor-Misra & Olk in press; Kovoor-Misra & Gopalakrishnan, working paper). She has also studied issues pertaining to identity, identification, trust, and emotional exhaustion during organizational change (Kovoor-Misra & Smith, 2008, 2011), and the similarities and differences between organizational change and organizational crises (Kovoor-Misra, 2007). In addition, for over 20 years, she has taught classes on crisis management, organizational change, leadership, and effective individuals and teams. She has also consulted with leading organizations in the public and private sectors, such as NASA, Dow Chemical, Monsanto, Olin, BASF, and the Los Angeles Department of Power. She has been quoted in the Korn Ferry Institute Briefings on Talent and Leadership, and has been recognized by her peers as a significant contributor to the field of crisis management. |