The structure of man-made organizational crises. Conceptual and empirical issues in the development of a general theory of crisis management

Technological Forecasting and Social Change

Volumn 33, Issue 2, 1988, Pages 83-107

  Mitroff, Ian I ^a   Pauchant, Terry C ^b   Shrivastava, Paul ^c  

^a UNIVERSITY OF SOUTHERN CALIFORNIA   (United States)

^b UNIVERSITÉ LAVAL   (Canada)

^c NEW YORK UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0038481757     PISSN: 00401625     EISSN: None     Source Type: Journal    
DOI: 10.1016/0040-1625(88)90075-3     Document Type: Article

References (47)

1. Training Managers To Meet The Press
2. Crash Course in Crisis Management
3. Problems of Empiricism
4. Making Sense of Organizationally Based Environmental Disaster
5. Information Processing Technology For Emergency Management
6. Organizational Crisis Part I Definition and Conceptualization
7. Systems Inquiry and the Meaning of Falsification
8. Contingency Planning For Terrorism, Part I
9. Contingency Planning For Terrorism, Part II
10. Setting Up A Crisis Recovery Plan
11. Just In Case The Worst Case Happens
12. Strategic Planning for Corporate Crises
13. Responding to Crisis
14. Threat Rigidity Effects in Organizational Behavior A Multi-level Analysis
15. Duhem Quinn and Grunbaum On Falsification
16. Individual and Mass Behavior in Extreme Situations
17. A Model of Crisis Perception A Theoretical and Empirical Analysis
18. The Processing of Crisis and Non-Crisis Strategic Issues
19. An Early Report on the Chernobyl Disaster
20. When The Crisis Is Terrorism
21. Adapting to Environmental Jolts
22. Organizational Crisis. Part II: Strategies and Responses
23. Rating the Risks