Making a crisis out of a drama: How to strategize crisis response timing

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

There is a truth universally acknowledged by customers on the wrong end of a corporate crisis, which is, no matter how big the problem caused, the organization in charge will not tell you what on earth is going on. Whether it is a delayed flight, denied access to a bank account or a cancelled train, there always seems to be an inherent reluctance on behalf of corporations to tell consumers what the problem is and keep open those lines of communication.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2019), "Making a crisis out of a drama: How to strategize crisis response timing", Strategic Direction, Vol. 35 No. 2, pp. 10-12. https://doi.org/10.1108/SD-11-2018-0220