In highly volatile and uncertain times, organizations need to develop a resilience capacity
which enables them to cope effectively with unexpected events, bounce back from crises …

Background: Over 70% of small to micro and medium enterprises (SMMEs) in South Africa
fold within the first 5–7 years of inception and there is generally no agreement among …

In spite of the perennial interest in organisational failure and burgeoning streams of
research, much of the existing literature has developed in isolation across multiple social …

Failure is a phenomenon that ventures face during all stages of the life cycle and requires
insight into its causes before it can be reversed. The scientific literature on failure is …

This article introduces the concept of learning in crisis (LiC) as a new mode of learning
especially in turbulent times. Drawing on a theoretical integration of the organizational …

Crisis management has been a largely overlooked territory in human resource development
(HRD) despite the increasingly recognized impact of organizational crises on the individual …

The problem and the solution. The impact of crises on organizations and individuals has
been stronger than ever. Despite increasing recognition of the effects of crisis events, most …

Our world is more technologically advanced and interdependent, risks are increasingly
shared across local, regional and national boundaries and we are more culturally diverse …

The Crisis Management Cycle is the first holistic, multidisciplinary introduction to the
dynamic field of crisis management theory and practice. By drawing together the different …

Studying near-miss events–occasions when a company comes close to being negatively
impacted–can help identify systemic issues and thereby enhance organizational resilience …