Crisis-Related Decision-Making and the Influence of Culture on the Behavior of Decision Makers
Lýsing:
This book provides an analysis on the impact of culture on crisis management, exploring how different cultural types are reflected in crisis-related decision making patterns. Providing an interdisciplinary and international perspective with a rich research and practical outlook, this work is an important contribution to the field of crisis management and decision making. Offering essential understanding to how countries, organizations, groups and individuals prepare for and respond to crises thus combining research across several disciplines, offering theoretical development, empirical testing and reporting on the testing of a large number of hypotheses across several frameworks.
The novelty of this book lies in its presentation of the quantitative testing of the relationship between cultural theory and crisis management, drawing on data from cases that cross continents and crises types. The book also includes a review of cases from South Korea and suggests a number of ways in which practitioners at various levels of government can prepare their organizations to cope better with the introduction of cultural bias into the decision making process.
Those with an interest in risk management, disaster management and crisis management will value this pioneering work as it reveals the influence of cultural bias in decision making processes. This work offers important insights for practice as well as for theory-building, scholars and practitioners of public administration, management, political, and international relations, organizational, social and cultural psychology, amongst others, will all gain from reading this work.
Annað
- Höfundur: Ásthildur Elva Bernhardsdóttir
- Útgáfudagur: 31-08-2015
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- Format:Page Fidelity
- ISBN 13: 9783319207148
- Print ISBN: 9783319207131
- ISBN 10: 3319207148
Efnisyfirlit
- Acknowledgments
- Contents
- List of Figures
- List of Tables
- Chapter 1: Introduction
- 1.1 Theoretical Background
- 1.1.1 Social Theory and Culture
- 1.1.2 Grid-Group Cultural Theory
- 1.1.3 The GLOBE Cultural Approach
- 1.1.4 Cognitive-Institutional Approach in Crisis Analysis
- 1.2 Purpose and Main Research Questions
- 1.3 Research Design and Theoretical Approach
- 1.4 Working Process
- 1.5 Data
- 1.1 Theoretical Background
- Chapter 2: Culture: Conceptualizing the Independent Variable
- 2.1 GLOBE Dimensions of Societal Culture
- 2.2 Individualism Versus Collectivism
- 2.2.1 Hofstede’s Approaches
- 2.2.2 Triandis’s Approaches
- 2.2.3 Schwarz’s Approaches
- 2.2.4 GLOBE’s Definition
- 2.3 Power Distance
- 2.4 The Other GLOBE Dimensions
- 2.5 Introductory Dialogue Between GGCT and GLOBE in Summary
- 2.6 Values or Practices?
- 2.7 GLOBE Dimensions Representing Grid and Group
- 2.8 Culture Categorization
- Chapter 3: Crisis Management: Conceptualizing the Dependent Variable
- 3.1 Categorizing Crisis Management
- 3.2 Cultural Frameworks and the Response Phase
- Chapter 4: Risk Reduction
- 4.1 Uncertainty Avoidance and Four Myths of Nature
- 4.2 Preparedness Framework
- 4.3 From Risk Perception to Crisis Perception
- 4.3.1 Crisis Perception in Sum
- 4.4 Origin of Crisis as an Influential Fear Factor?
- 4.4.1 Origin of Crisis as an Influential Fear Factor in Sum
- 4.5 The Effectiveness of Standard Operating Procedures
- 4.6 Risk Reduction: Summary
- Chapter 5: Decision Making and Decision-Making Unit
- 5.1 What Is Involved in Decision Making?
- 5.2 Centralization and Decentralization
- 5.2.1 Preparedness Framework and Movement of Power
- 5.2.2 Collective Learning Framework and Movement of Power
- 5.2.3 Group Loyalty Framework and Movement of Power
- 5.2.4 Movement of Power in Sum
- 5.3 Types of Decision-Making Units
- 5.3.1 Preparedness Framework and Types of Decision-Making Units
- 5.3.2 Collective Learning Framework and Types of Decision-Making Units
- 5.3.3 Group Loyalty Framework and Decision-Making Unit Types
- 5.3.4 The Most Influential Types of Decision-Making Unit in Sum
- 5.4 Decision Making and Group Dynamics
- 5.4.1 Conformity Versus Conflict
- 5.4.2 Three Kinds of Conformity Dynamics
- 5.4.3 Preparedness Framework and Conformity
- 5.4.3.1 Groupthink
- 5.4.3.2 New Group Syndrome
- 5.4.3.3 Rally Around the Flag
- 5.4.4 Collective Learning Framework and Conformity
- 5.4.4.1 Groupthink
- 5.4.4.2 New Group Syndrome
- 5.4.4.3 Rally Around the Flag
- 5.4.5 Group Loyalty Framework and Conformity
- 5.4.5.1 Groupthink
- 5.4.5.2 New Group Syndrome
- 5.4.5.3 Rally Around the Flag
- 5.4.6 Conformity Within Decision-Making Group in Sum
- 5.5 Conflict (or Non-conflict)
- 5.5.1 In-Group Loyalty
- 5.5.1.1 Preparedness Framework and In-Group Loyalty
- 5.5.1.2 Collective Learning Framework and In-Group Loyalty
- 5.5.2 Loyalty Within the Decision-Making Groups in Sum
- 5.5.3 Trust
- 5.5.3.1 Preparedness Framework and Trust
- 5.5.3.2 Collective Learning Framework and Trust
- 5.5.3.3 Group Loyalty Framework and Trust
- 5.5.3.4 Trust in sum
- 5.5.1 In-Group Loyalty
- 5.6 Concern and Decision Makers’ Focus
- 5.6.1 Concern and Focus of Decision Makers in Sum
- 5.7 Preparedness Framework and Value Conflict
- 5.7.1 Collective Learning Framework and Value Conflict
- 5.7.2 Value Conflict in Sum
- 5.8 Decision Making and Decision-Making Units: Summary
- 6.1 Lacking, Direct or Hesitant Processing
- 6.2 Preparedness Framework and Information Processing
- 6.2.1 Information Processing in Sum
- 6.3 Formal Channels and/or Localized Information?
- 6.4 Preparedness Framework and Formality and/or Localization
- 6.4.1 Collective Learning Framework: Formality and/or Localization
- 6.4.2 Group Loyalty Framework: Formality and/or Localization
- 6.4.3 Formal Information Channels and/or Localization in Sum
- 6.5 Complexity of Communication
- 6.5.1 Complexity and Directness in Communication
- 6.5.2 Complexity of Communication in Sum
- 6.5.3 Media and Trust
- 6.5.4 Media Strategy
- 6.5.4.1 Preparedness Framework and Media Strategy
- 6.5.4.2 Collective Learning Framework and Media Strategy
- 6.5.4.3 Group Loyalty Framework and Media Strategy
- 6.5.5 Media Strategy in Sum
- 6.6 Information Management: Summary
- 7.1 Learning and Modifying
- 7.1.1 Learning and Modifying in Sum
- 7.2 Historical Analogies
- 7.2.1 Historical Analogies in Sum
- 7.3 Learning from Experience
- 7.3.1 Learning from Experience, in Sum
- 7.4 Collective Learning
- 7.4.1 Collective Learning in Sum
- 7.5 Learning: Summary
- 8.1 South Korea: Culture and Crises
- 9.1 The Four Cultural Types in Light of Analysis
- 9.1.1 Fatalism
- 9.1.1.1 “Fatalism of the Masses”
- 9.1.2 Individualism
- 9.1.3 Hierarchy
- 9.1.4 Egalitarianism
- 9.1.4.1 Egalitarianism: A Fertile Culture for “High Reliability Organizations”?
- 9.1.1 Fatalism
- 9.2.1 The Most Influential Value?
- 9.2.2 The Central Value Orientation
- 9.2.3 Can Crises Trigger Value Change?
- 9.3.1 International Cooperation, Cultures, and Crisis Management
- 10.1 Culture and Crisis Management: Continued Research
- B.1 Case Characteristics
- B.2 Thematic Analysis
- B.2.1 Decision Unit Variables
- B.2.2 Preparedness Variables
- B.2.3 Value Conflict Variables
- B.2.4 Leadership Variables
- B.2.5 Crisis Communication Variables
- B.2.6 Learning/Adaptation Variables
- B.2.7 Crisis Culture Variables
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- Höfundur : 12663
- Útgáfuár : 2015
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