Keeping the lights on: A conceptual framework for understanding crisis management capability in the public sector
Whether a crisis is big or small, if it is not handled effectively, it can have serious implications for a company's short-term operations and even threaten its long-term sustainability. In the public sector, where companies provide essential services such as electricity, the stakeholder and cu...
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| Main Authors: | , , , |
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| Format: | Article |
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John Wiley and Sons Inc.
2017
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| Subjects: | |
| Online Access: | http://eprints.utm.my/id/eprint/76205/ https://www.scopus.com/inward/record.uri?eid=2-s2.0-85027146030&doi=10.1002%2fjoe.21814&partnerID=40&md5=44479b5eafd4a01fc090c768fc9d66a7 |
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| Summary: | Whether a crisis is big or small, if it is not handled effectively, it can have serious implications for a company's short-term operations and even threaten its long-term sustainability. In the public sector, where companies provide essential services such as electricity, the stakeholder and customer-service aspects of an organization's crisis management capability (CMC) are of particular importance. A proposed framework comprising strategic human resources development, organizational behavior in preparation for and response to a crisis, and government's attributes as a stakeholder can be used to assess the CMC of a public-sector organization. According to the framework, the organization's strategic human resources development will have a direct impact on CMC, while organizational style and the role of government will moderate the relationship between the enterprise's strategic human resources development and its ability to manage a crisis. |
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