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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2017
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my.utm.762052018-06-26T07:52:55Z http://eprints.utm.my/id/eprint/76205/ Keeping the lights on: A conceptual framework for understanding crisis management capability in the public sector Rasli, A. Haider, M. Goh, C. F. Tan, O. K. HD28 Management. Industrial Management 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. John Wiley and Sons Inc. 2017 Article PeerReviewed Rasli, A. and Haider, M. and Goh, C. F. and Tan, O. K. (2017) Keeping the lights on: A conceptual framework for understanding crisis management capability in the public sector. Global Business and Organizational Excellence, 36 (6). pp. 54-61. ISSN 1932-2054 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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HD28 Management. Industrial Management Rasli, A. Haider, M. Goh, C. F. Tan, O. K. Keeping the lights on: A conceptual framework for understanding crisis management capability in the public sector |
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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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Article |
author |
Rasli, A. Haider, M. Goh, C. F. Tan, O. K. |
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Rasli, A. Haider, M. Goh, C. F. Tan, O. K. |
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Rasli, A. |
title |
Keeping the lights on: A conceptual framework for understanding crisis management capability in the public sector |
title_short |
Keeping the lights on: A conceptual framework for understanding crisis management capability in the public sector |
title_full |
Keeping the lights on: A conceptual framework for understanding crisis management capability in the public sector |
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Keeping the lights on: A conceptual framework for understanding crisis management capability in the public sector |
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Keeping the lights on: A conceptual framework for understanding crisis management capability in the public sector |
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keeping the lights on: a conceptual framework for understanding crisis management capability in the public sector |
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John Wiley and Sons Inc. |
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2017 |
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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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