Reckons that industrial crises are triggered by events which are specific and identifiable, and which damage the environment, property, even life. Acknowledges trigger events are most unlikely to occur, often preceded by warning signs indicating problems — but these are frequently ignored...

Seeks to develop understanding of how to avert, or manage and recover from, crises. Tries to widen the view to include other management failures that can result in corporate demise, e.g. through a sudden loss of market share. Highlights three crisis phrases: crisis of management; crisis point;...

States the impact of catastrophes on shareholder value is not strongly influenced by the existence of catastrophe insurance, but that a catastrophe puts the spotlight directly on management's ability to handle a crisis. Uses a Table of cases studied with regard to catastrophe effects and also...

Illustrates eleven different crises in companies to show that not only well‐known cases are problematical. Discusses each case in depth and gives details of the effects of the disastrous aftermath for companies involved.

Identifies seven types of crises that managers face, these range from natural disasters to technology failure and encompass crises provoked by external confrontation or direct acts of malevolence. Lists out seven types of crisis: natural disasters; technological disasters; crises of...

Looks at pressure groups and the effect of their campaigns on organizations. Employs two checklists — the first looks at the issue from the company's viewpoint and the second from the activist's. Highlights, in a shaded box, Nestlé — with regard to a visualized activist checklist for the...

Explains what an organization needs to do before, during and after a crisis, and also what skills and expertise are required. Defines a crisis as an event that can destroy or affect an entire organization, pointing out it can threaten the existence of products or operating divisions, harm...

Divides corporate disasters into two kinds: soft disasters, e.g. computer‐related incidents which are non‐life‐threatening (business disasters); and hard disasters — a violent invasion of one's workspace. Charts these are the ones with the potential to cause prolonged...