Crisis Management in a Social Context: Sustainable Crisis Management Strategies for Organizations

Thomas Bustomi

Crisis Management in a Social Context: Sustainable Crisis Management Strategies for Organizations

Thomas Bustomi^(1*),

(1) Faculty of Social Science and Political Science, Universitas Pasundan, Indonesia
(*) Corresponding Author

Abstract

This qualitative research explores crisis management in the context of Indonesia, focusing on the development of sustainable crisis management strategies for organizations. Against the backdrop of Indonesia's vulnerability to various social, economic, and environmental challenges, this study aims to investigate how organizations navigate crises effectively while considering the social dimension. Employing in-depth interviews, content analysis of relevant documents, and participant observations, the research delves into the experiences of organizations operating in Indonesia during times of crisis. The findings reveal that organizations adopt multifaceted crisis management strategies that not only address the immediate operational aspects but also take into account the socio-cultural context. These strategies involve proactive stakeholder engagement, cultural sensitivity, and community-based approaches to crisis resolution. Moreover, the research uncovers the critical role of leadership and communication in shaping these sustainable crisis management strategies. Ultimately, this study contributes to the broader understanding of crisis management in a social context, providing insights that can inform the development of more resilient and socially responsible crisis management practices for organizations operating in Indonesia and similar contexts.

Keywords

Crisis Management; Social Context; Sustainable

Full Text:

PDF

References

Barnes, D. C., Mesmer-Magnus, J., Krallman, A., Scribner, L. L., & Guidice, R. M. (2020). Customer delight during a crisis: understanding delight through the lens of transformative service research. Journal of Service Management.

Bek Yağmur, Ö., & Aydıntuğ Myrvang, N. (2023). The effect of organizational agility on crisis management process and organizational resilience: Health sector example. International Journal of Disaster Risk Reduction, 96, 103955. https://doi.org/https://doi.org/10.1016/j.ijdrr.2023.103955

Bhaskara, G. I., Filimonau, V., Wijaya, N. M. S., & Suryasih, I. A. (2023). Innovation and creativity in a time of crisis: A perspective of small tourism enterprises from an emerging destination. Tourism Management Perspectives, 46, 101093. https://doi.org/https://doi.org/10.1016/j.tmp.2023.101093

Cooper, N., & Pugh, M. (2002). Security-sector transformation in post-conflict societies. The Conflict, Security and Development Group, 5, 1–68.

Creswell, J. W., & Creswell, J. D. (2017). Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications.

Estradivari, Agung, M. F., Adhuri, D. S., Ferse, S. C. A., Sualia, I., Andradi-Brown, D. A., Campbell, S. J., Iqbal, M., Jonas, H. D., Lazuardi, M. E., Nanlohy, H., Pakiding, F., Pusparini, N. K. S., Ramadhana, H. C., Ruchimat, T., Santiadji, I. W. V., Timisela, N. R., Veverka, L., & Ahmadia, G. N. (2022). Marine conservation beyond MPAs: Towards the recognition of other effective area-based conservation measures (OECMs) in Indonesia. Marine Policy, 137, 104939. https://doi.org/https://doi.org/10.1016/j.marpol.2021.104939

Ivanov, S. H., Webster, C., Stoilova, E., & Slobodskoy, D. (2020). Biosecurity, crisis management, automation technologies and economic performance of travel, tourism and hospitality companies – A conceptual framework. Tourism Economics, 1–24. https://doi.org/10.1177/1354816620946541

Li, B., Zhong, Y. Y., Zhang, T., & Hua, N. (2021). Transcending the COVID-19 crisis: Business resilience and innovation of the restaurant industry in China. Journal of Hospitality and Tourism Management, 49(August), 44–53. https://doi.org/10.1016/j.jhtm.2021.08.024

Markman, G. M., & Venzin, M. (2014). Resilience: Lessons from banks that have braved the economic crisis—And from those that have not. International Business Review, 23(6), 1096–1107.

Mitroff, I. I. (1994). Crisis Management and Environmentalismi A Natural Fit. California Management Review, 36(2), 101–113. https://doi.org/10.2307/41165747

Sharma, G. D., Kraus, S., Srivastava, M., Chopra, R., & Kallmuenzer, A. (2022). The changing role of innovation for crisis management in times of COVID-19: An integrative literature review. Journal of Innovation & Knowledge, 100281. https://doi.org/10.1016/j.jik.2022.100281

Sheth, J. (2020). Business of business is more than business: Managing during the Covid crisis. Industrial Marketing Management, 88, 261–264. https://doi.org/https://doi.org/10.1016/j.indmarman.2020.05.028

Somers, S. (2009). Measuring resilience potential: An adaptive strategy for organizational crisis planning. Journal of Contingencies and Crisis Management, 17(1), 12–23.

Wihantoro, Y., Lowe, A., Cooper, S., & Manochin, M. (2015). Bureaucratic reform in post-Asian Crisis Indonesia: The Directorate General of Tax. Critical Perspectives on Accounting, 31, 44–63. https://doi.org/https://doi.org/10.1016/j.cpa.2015.04.002

Zhang, Z., Jia, M., & Gu, L. (2012). Transformational leadership in crisis situations: Evidence from the People’s Republic of China. International Journal of Human Resource Management, 23(19), 4085–4109. https://doi.org/10.1080/09585192.2011.639027

Article Metrics

Abstract view : 80 times | PDF view : 12 times

Refbacks

There are currently no refbacks.

This work is licensed under a Creative Commons Attribution 4.0 International License.

This is a website that publishes an open-access article distributed under Licensed Creative Commons License the terms of the Creative Commons Attribution 4.0 International License.

Username
Password
Remember me