Crisis Management Thesis

However, while all organisations must be in readiness for dealing with crises, some activities have a greater possibility of causing dramatic damage and so call for more preparedness.

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This research proposes three studies on different yet interrelated crisis management topics.

They are categorized into three research areas: taxonomy among risk, crisis and disaster, crises and capabilities in project based organizations and sense making process of crisis in mega projects.

The research reported in the dissertation is based on a multi- method approach of both quantitative i.e.

survey of project based organizations and qualitative methods i.e. The survey was conducted in IT, Telecom and construction companies in Pakistan.

Section three is covering the Methodology, which describes how the research will be carried out.

The paper concludes by outlining the research timeline. Also, there is always the potential of oil spills when oil is being drilled and transported (Elhakeem et al., 2007), as well as due to issues such as substandard ships, oil smuggling, and military action (Elshorbagy and Elhakeem, 2008). This possibility became a reality in 2010 when the Deepwater Horizon drilling rig exploded on April 20, resulting in oil gushing from the sea floor and left 11 workers missing and assumed to be dead (Machlis and Mc Nutt, 2010). While the oilrig was owned and operated by Swiss offshore drilling contractor called Transocean, it leased to BP plc (BP), the third largest energy provider after Shell and Exxon. BP is also the largest company in the UK and the fourth largest company in the world. Despite record profits, BP has been plagued by a series of industrial disasters, including the 2005 explosion of their Texas City refinery, the 2006 explosion of their the Toledo, and the rupture of their Alaskan pipeline in 2006. Risk management in a dynamic society: A modelling problem. However, these three recent disaster that BP has had to manage did not seem to prepare the most recent CEO Tony Hayward to deal with the Deepwater Horizon Oil Spill and two months after the crisis the job of managing the company’s public relations (PR) passed to Carl-Henric Svanberg, BP’s chairman, and the daily management of the oil spill response was passed to Bob Dudley, BP’s managing director. For which both short term (project performance) and long term performance (stakeholder performance) are considered, (d) explore capabilities perspective on project-based organizations (strategic, functional, and project capabilities) and develops a conceptual framework that embraces the organizational capability to manage the relation between crises and organizational performance, (e) develops a sense making/ giving model for crises in mega projects when multiple organizational’ stakeholders are involved, (f) identifies different sense making and sense giving elements and (g) develop a grounded theory model that contain sense making/ giving elements.Riferimenti bibliografici alla fine di ogni capitolo.Sense making process is examined in Chapter 4, and it explores and develops a sense making process in mega projects where multiple organizational stakeholders are involved.Sense making/ giving model contains element of information gathering (internal and external sources), crisis interpretation (exogenous/ endogenous, social and technical crisis), report/record (ask for compensation, report crisis to stakeholders or escalate to higher level within organization) and response (reactive and direct/ indirect response).

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