COMMUNICATION Insights From Situational Crisis Communication Theory W. Timothy Coombs Eastern Illinois University Previous research based on Situational Crisis Communication Theory (SCCT) suggests that an organization’s past crises history affects the reputational threat posed by a current crisis when that crisis results from intentional acts by the organization. The study reported on in this article provides a wider test of crisis history to better assess its role in crisis communication.
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Strategic Management & Business Policy, 13e (Wheelen/Hunger) Chapter 1 Basic Concepts in Strategic Management 1) Strategic management is one decision that determines the short-term performance of a corporation. Answer: FALSE Diff: 1 Page Ref: 5 Topic: The Study of Strategic Management 2) In the externally oriented planning phase, plans are developed by heavily involving the input of managers from lower levels. Answer: FALSE Diff: 2 Page Ref: 5 Topic: The Study of Strategic Management
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Cornell University ILR School DigitalCommons@ILR CAHRS Working Paper Series Center for Advanced Human Resource Studies (CAHRS) 2-15-1996 Human Resources and Organization Success John W. Boudreau Cornell University Boudreau , John W., "Human Resources and Organization Success" (1996). CAHRS Working Paper Series. Paper 174. http://digitalcommons.ilr.cornell.edu/cahrswp/174 This Article is brought to you for free and open access by the Center for Advanced Human Resource Studies (CAHRS)
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Vol. J9. No. 1. 119-143. INTERNATIONAL-BUSINESS POLITICAL BEHAVIOR: NEW THEORETICAL DIRECTIONS JEAN J. BODDEWYN Baruch College THOMAS L. BREWER Georgetown University Alternative assumptions are advanced regarding the political nature of international business and the role of government as a factor of production, which firms must manage in their international valueadded chains. Based on a model oi business political behavior, various propositions are developed regarding the interactions
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role of changing employment modes and organizational subcultures in enabling or constraining the implementation of HR strategy. Adjusting to changing environmental demands has been an ongoing pursuit of organizations for centuries, but the task has become even more perplexing over the last decade. In response to the accelerated pace of change worldwide, organizations are becoming ¯atter and more agile, and are manifesting more diverse forms of organizational cultures. Recent trends in the changing
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personal characteristics of the individual perceiver. The more relevant personal characteristics affecting perception of the perceiver are attitudes, motives, interests, past experiences, and expectations.Characteristics of the target can also affect what is being perceived. This would include attractiveness, gregariousness, and our tendency to group similar things together. For example, members of a group with clearly distinguishable features or color are often perceived as alike in other, unrelated
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decisions and action that determines the way for the long-range performance of the company. It includes environmental scanning, strategy formulation, strategy implementation, evaluation and control. It emphasizes the monitoring and evaluation of external opportunities and threats in light of corporation’s strength and weakness. Business policy has a general management orientation and tends primarily to look inward with its concern for properly integrating the corporations many functional activities
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“If we do X, then we will get Y.” * Strategy management process: a sequential set of analyses and choices that can increase the likelihood that a firm will choose a good strategy. * Why do we exist? (MissionObjectives) Can we compete? (External/ Internal Analysis) How do we succeed? (Strategic ChoiceStrategy Implementation)Competitive Advantage Success = Sustained Competitive Advantage * Strategy and the Strategic Management Process * Mission: long-term purpose, define both what a
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ELEVENTH EDITION Management LEADING & COLLABORATING IN A COMPETITIVE WORLD Thomas S. Bateman McIntire School of Commerce University of Virginia Scott A. Snell Darden Graduate School of Business University of Virginia MANAGEMENT: LEADING & COLLABORATING IN A COMPETITIVE WORLD, ELEVENTH EDITION Published by McGraw-Hill Education, 2 Penn Plaza, New York, NY 10121. Copyright © 2015 by McGraw-Hill Education. All rights reserved. Printed in the United States of America. Previous editions
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other planning tasks. The section stresses the key point that strategic management activities are undertaken at three levels: corporate, business, and functional. The distinctive characteristics of strategic decision making at each of these levels affect the impact of activities at these levels on company operations. Other topics dealt with in this section are the value of formality in strategic management and the alignment of strategy makers in strategy formulation and implementation. The section
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