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From Stakeholder to Stake S holder Management in Crisis Episodes: A Case Study in a Public Transportation Company
Author(s) -
Acquier Aurélien,
Gand Sébastien,
Szpirglas Mathias
Publication year - 2008
Publication title -
journal of contingencies and crisis management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.007
H-Index - 51
eISSN - 1468-5973
pISSN - 0966-0879
DOI - 10.1111/j.1468-5973.2008.00538.x
Subject(s) - stakeholder , crisis management , stakeholder management , stakeholder analysis , business , stakeholder theory , public relations , value (mathematics) , political science , economics , management , computer science , machine learning
Stakeholder perspectives on crisis management provide a useful descriptive framework to analyse crises and to develop crisis narratives. However, their ‘actionability’ for crisis management, i.e. the possibility to use stakeholder management models in operational crisis management processes, remains an under‐investigated research question. This article, built on a qualitative case study of successful crisis management in a public transportation company, discusses the operational value of stakeholder frameworks for crisis management. We investigate the actions set up by the crisis cell to manage internal and external stakeholders during the crisis. The successful management of the crisis involved: (1) good stakeholder diagnostic capabilities to design an appropriate corporate positioning; (2) an ability to identify and coherently manage emerging and heterogeneous issues involving stake S holders, i.e. actors that are concerned with multiple issues of the crisis; and (3) the capacity to set up a tightly coupled ad hoc organization, articulating both crisis cell members and various ‘anchorage points’, i.e. actors previously involved in the project. Finally, we discuss the implications and potential value of stakeholder perspectives for crisis management.