Crises, scenarios and the strategic management process

David Pollard, Sabine Hotho

Research output: Contribution to journalArticle

  • 45 Citations

Abstract

Purpose
– The aim of this exploratory paper is to consider the strategic importance of crisis management and integration of crisis planning with the organisation's strategy processes, in particular the utilisation of scenario planning as a crisis planning activity.

Design/methodology/approach
– A review of the crisis management literature was undertaken and key issues identified, subsequently strategic aspects of crisis management were developed in the context of scenario planning.

Findings
– The paper contains a discussion of major factors related to a strategic approach to crisis management and a more proactive approach to building relationships with the media. Particular attention should be given to the roles and responses of the media and agencies acting on behalf of the company, as both should been treated in the same way as other relatively powerful stakeholders. The authors suggest that firms can obtain significant advantages through proactive preparation for major relevant contingencies, and its incorporation into the strategic management process.

Originality/value
– This paper brings together the debate on the strategic position of crisis management with scenario planning processes to provide a mechanism for designing, evaluating and managing crisis futures. It should prove useful to managers considering the development of crisis management, especially in a strategic context.
Original languageEnglish
Pages (from-to)721-736
Number of pages16
JournalManagement Decision
Volume44
Issue number6
DOIs
StatePublished - 2006

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Crisis management
Strategic management
Planning
Stakeholders
Scenarios
Managers
Contingency

Cite this

Pollard, David; Hotho, Sabine / Crises, scenarios and the strategic management process.

In: Management Decision, Vol. 44, No. 6, 2006, p. 721-736.

Research output: Contribution to journalArticle

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Pollard, D & Hotho, S 2006, 'Crises, scenarios and the strategic management process' Management Decision, vol 44, no. 6, pp. 721-736. DOI: 10.1108/00251740610673297

Crises, scenarios and the strategic management process. / Pollard, David; Hotho, Sabine.

In: Management Decision, Vol. 44, No. 6, 2006, p. 721-736.

Research output: Contribution to journalArticle

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AB - Purpose– The aim of this exploratory paper is to consider the strategic importance of crisis management and integration of crisis planning with the organisation's strategy processes, in particular the utilisation of scenario planning as a crisis planning activity.Design/methodology/approach– A review of the crisis management literature was undertaken and key issues identified, subsequently strategic aspects of crisis management were developed in the context of scenario planning.Findings– The paper contains a discussion of major factors related to a strategic approach to crisis management and a more proactive approach to building relationships with the media. Particular attention should be given to the roles and responses of the media and agencies acting on behalf of the company, as both should been treated in the same way as other relatively powerful stakeholders. The authors suggest that firms can obtain significant advantages through proactive preparation for major relevant contingencies, and its incorporation into the strategic management process.Originality/value– This paper brings together the debate on the strategic position of crisis management with scenario planning processes to provide a mechanism for designing, evaluating and managing crisis futures. It should prove useful to managers considering the development of crisis management, especially in a strategic context.

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