...T Kippenberger 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...

...T Kippenberger 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. © MCB UP Limited 1999 Crisis Disasters Disaster...

...T Kippenberger 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...

... ignored because of the perceived unlikelihood of a disaster. Uses a Table, depicting a model of industrial crises, for added emphasis. Argues that industrial crisis cannot be dealt with at the level of single organizations as ultimately it is the economic and cultural environments inside and outside...

... for the genetically engineered soya issue. © MCB UP Limited 1999 Pressure groups Crisis Disaster management ...

.../psychological trauma. Looks at patterns of response, trauma, staff turnover and support, and support and understanding. Points out some disasters can have a positive side, with certain people coming out stronger, having coped with the problems involved. © MCB UP Limited 1999 Crisis Corporate culture...

...T Kippenberger 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...

...T Kippenberger 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...