One of the first books of its kind in the subject area, this ground-breaking text
brings together seminal papers in the area of crisis management and organizational theory.
Covering this important field from both a theoretical and practical perspective, it
features key readings from Karl Weick, Charles Perrow and many other luminaries of the
field.
The book is divided into four main sections:
? Understanding Crisis Management
? Modelling the Crisis Management Process
? The Crisis of Management: Cultural and Psychological Dynamics
of Risk and Crisis Management
? Crisis Management in Practice.
Comprehensive and thought provoking, the collected readings review the approaches and
limitations of crisis management processes and their cultural and psychological dynamics.
Featuring expert editorial commentary on all the key readings, this is an essential and
illuminating text that crosses discplines and covers the diversity within crisis
management. As such, it is an invaluable introduction for students.
Contents:
Chapter 1 Denis Smith
Crisis management ? practice in search of a paradigm
Section 1 Understanding Crisis Management
Chapter 2 Perrow, C.
The limits of safety: The enhancement of a theory of accidents
Chapter 3 Shrivastava, P., Mitroff, I., Miller, D. and Miglani, M. Understanding
industrial crises
Chapter 4 Mitroff, I., Pauchant, T. and Shrivastava, P.
The structure of man-made organizational crisis
Chapter 5 Miller, D.
Organisational pathology and industrial crisis
Chapter 6 Arjen Boin
Organizations and Crisis ? The emergence of a research paradigm
Section 2 Modelling the Crisis Management Process
Chapter 7 Denis Smith
Modelling the crisis management process ? approaches and limitations
Chapter 8 Turner, B.A.
The organizational and inter-organizational development of disasters
Chapter 9 Pauchant, T. and Mitroff, I.I.
Crisis prone versus crisis avoiding organisations
Chapter10 Smith, D.
Beyond contingency planning - Towards a model of crisis management
Chapter 11 Roberts, K. H
Some characteristics of one type of High Reliability Organization
Chapter 12 Fortune, J. and Peters, G.
Systems analysis of failures as a quality management tool
Chapter 13 Turner, B.A. and Toft, B.
Organizational learning from disasters
Chapter 14 Weick, K.E.
Enacted sensemaking in crisis situations
Chapter 15 Larry Barton
Modelling the Crisis Management Process
Section 3 The Crisis of Management: Cultural and Psychological Dynamics of Risk
and Crisis Management
Chapter 16 Rasmussen, J.
Human errors: A taxonomy for describing human malfunction in industrial installations
Chapter 17 Reason, J.
The contribution of latent human failures to the breakdown of complex systems,
Chapter 18 Weick, K.E.
The collapse of sensemaking in organizations: The Mann Gulch Disaster
Chapter 19 Radell, W.W.
Storming and catastrophic systems failure
Chapter 20 Denis Smith
The crisis of management - managing ahead of the curve
Section 4 Crisis Management in Practice
Chapter 21 Smart, C. and Vertinsky, I.
Designs for crisis decision units
Chapter 22 Weick, K.E. and Roberts, K. H.
Collective minds in organizations: Heedful interrelating on flight decks
Chapter 23 Elliott, D. and Smith, D.
Football stadia disasters in the United Kingdom: Learning from tragedy
Chapter 24 Dominic Elliott
Crisis Management in practice
Conclusions
Chapter 25 Denis Smith and Dominic Elliott
Epilogue
Author Biography:
304 pages, Paperback
Denis Smith is currently Director of the University of Liverpool
Management School.
Dominic Elliott is currently Paul Roy Professor of Business Continuity and Strategic
Management at the University of Liverpool Management School.
