This volume provides a comprehensive, up-to-date overview of the latest management and organizational research related to risk, crisis, and emergency management. It is the first volume to present these separate, but related, disciplines together. Combined with a distinctly social and organizational science approach to the topics (as opposed to engineering or financial economics), the research presented here strengthens the intellectual foundations of the discipline while contributing to the development of the field.
The Routledge Companion to Risk, Crisis and Emergency Management promises to be a definitive treatise of the discipline today, with contributions from several key academics from around the world. It will prove a valuable reference for students, researchers, and practitioners seeking a broad, integrative view of risk and crisis management.
Table of Contents
Part One: An Introduction to Risk, Crisis and Emergency Management 1. Risk, Crisis and Emergency Management in Enterprises and Organizations Part Two: Foundational Processes 2. Key Challenges in Crisis Management 3. Post-disaster Recovery: Pathways for Fostering Risk Reduction 4. Crisis Communication 5. Collective Fit in Emergency Response Teams Part Three: Theoretical Viewpoints and Methods 6. Risk, Crisis, and Organizational Failure: Toward a Post-Rationalist Theory 7. Risk Sensemaking 8. Issues and Trends in Research Methods: How We Learn Affects What We Learn about Crises, Risks, and Emergency Responses 9. Researching Risk, Emergency and Crisis: Taking Stock of Research Methods on Extreme Contexts and Moving Forward 10. Local Translations of Organizational Risk Part Four: Types of Crises 11. The Co-evolution of Reputation Management, Governance Capacity, Legitimacy and Accountability Crisis Management 12. Relative Risk Construction through Risk Boundaries and Rituals: The Mining Context in the Soma Disaster 13. Systemic Planetary Risks: Implications for Organization Studies 14. Event Risks and Crises: Barriers to Learning 15. Bernacer’s Topical Theory of Crisis and Unemployment 16. Risk and Human Resource Management Part Five: International Case Studies 17. Invasive Species, Risk Management, and the Compliance Industry 18. Micro-regulation of Work Processes in Airline Risk Management 19. The Risks of Financial Management: The Case of Lehmann Brothers 20. Blame and Litigation as Corporate Strategies towards Environmental Disaster: Shell in Brazil 21. Family Firms and Stakeholder Management: Crisis at Blue Bell Ice Cream 22. Risky Double Spiral Sensemaking of Academic Capitalism 23. Managing Risk in Health Care Settings 24. Buncefield Stories: Organizational Learning and Remembering for Crisis Prevention Part Six: Current Issues 25. Spatial and Temporal Patterns in Global Enterprise Risk 26. The Development of Actionable Knowledge in Crisis Management 27. The Socio-Economic Approach to Management: Preventing Crises by Harnessing Hidden Costs and Creating Sustainable Productivity 28. Why Crisis Management Must Go Global, and How to Begin Part Seven: Dialogue and Commentary on the Future of Risk, Crisis and Emergency Management 29. Making markets for Uninsured Risk: Protection Gap Entities (PGEs) as Risk-Processing Organizations in Society 30. Risks of Addressing vs. Ignoring Our Biggest Societal Problems: When and How Moon Shots Make Sense 31. Managing for the Future: A Commentary on Crisis Management Research 32. From Risk Management to (Corporate) Social Responsibility 33. Why We Need To Think More about National Political Philosophies of Risk Management 34. Supply Chain Risk: Transcending Research Beyond Disruptions 35. The Janus Faces of Risk 36. Effectiveness of Regulatory Agencies
Robert P. Gephart, Jr. is Professor at the University of Alberta, School of Business. He has served as Associate Editor for Organizational Research Methods, and in 2015, received the Sage Career Achievement Award from the Research Methods Division of the Academy of Management.
C. Chet Miller is C.T. Bauer Professor of Organizational Studies at the University of Houston. His research focuses on the functioning and effects of executive teams, the design of strategic decision processes within firms, and the use of seemingly impossible organizational goals. His work has appeared in outlets such as Harvard Business Review and Academy of Management Journal.
Karin Svedberg Helgesson is Associate Professor in the Department of Management and Organization at the Stockholm School of Economics, Sweden. She has published several books, and her work has appeared in journals such as Organization Studies and the Journal of Common Market Studies.