Papers
Tittle and Cover |
Brief Synoposis |
Extreme events, Organizations |
This paper takes a political perspective on strategic decision making in the face of extreme events. Strategic decisions are the handful of decisions which help shape whatis called organizational strategy (Mintzberg et al., 1976; Hickson et al., 1986). Such decisions are likely to be planned or emergent (Mintzberg and Waters, 1985) but a common factor is that all are almost always taken in a context of risk or uncertainty. |
Managing the Risk of Terrorism in the British Travel and Leisure Organisations |
Major threats and extreme events present managers of organisations with an acute and urgent picture of uncertainty which individuals find difficult to interpret and which renders strategic decision making (the basis of durability, continuity and resilience) problematic. The aim is to identify ways in which organisational resilience – in both the public and private sectors – might be embedded and enhanced, not least through the transfer of best practice within and between sectors. |
The role of Innovation & Creativity in building resilient organisations |
The 21st century has been a time fraught with concerns about safety, from the micro level of identity theft and credit card fraud to the threat of terrorism at the macro level. Dr Bridgette Sullivan-Taylor has recently completed a Leverhulme Trust funded research project that examined the intricate relationships between International tourism and terrorism, and looked at how managers in the travel and tourism sector cope with the uncertainties caused by the terrorist threat. |
Chinese Competition: Learning from Japan |
Cheap goods from a foreign competitor threaten our industries; have we been here before? What can the west learn from the way it handled phenomenal Japanese growth, and does it apply to China? |
Adapting to the China Challenge |
The fact that China is an increasingly attractive market and a magnet for foreign direct investment is not news. The unprecedented rise of foreign direct investment into China – now running at over $60 billion a year – has created the largest array ofinternational mergers and acquisitions, alliances, joint ventures and partnerships ever witnessed. These are clearly a major source of complementary assets, resources and capabilities for the Western multinationals and the local companies involved,who engage in a reciprocal give-and-take as part of the process of market entry. |
