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This book examines the differences and commonalities of eight global financial crises since the late nineteenth century (including the Great Depression of the 1930s and the Financial Debacle of the early twenty-first century) to give insights into how the financial landscape has - or has not - been reshaped after a systemic shock.
As the world's political and economic leaders struggle with the aftermath of the Financial Debacle of 2008, this book asks the question: have financial crises presented opportunities to rebuild the financial system? Examining eight global financial crises since the late nineteenth century, this new historical study offers insights into how the financial landscape - banks, governance, regulation, international cooperation, and balance of power - has been (or failed to be) reshaped after a systemic shock. It includes careful consideration of the Great Depression of the 1930s, the only experience of comparable moment to the recession of the early twenty-first century, yet also marked in its differences. Taking into account not only the economic and business aspects of financial crises, but also their political and socio-cultural dimensions, the book highlights both their idiosyncrasies and common features, and assesses their impact in the broader context of long-term historical development.
New York Times bestseller! "Few are better positioned to illuminate the vagaries of this transformation than Galloway, a tech entrepreneur, author and professor at New York University’s Stern School. In brisk prose and catchy illustrations, he vividly demonstrates how the largest technology companies turned the crisis of the pandemic into the market-share-grabbing opportunity of a lifetime." --The New York Times "As good an analysis as you could wish to read." --The Financial Times From bestselling author and NYU Business School professor Scott Galloway comes a keenly insightful, urgent analysis of who stands to win and who's at risk to lose in a post-pandemic world The COVID-19 outbreak has turned bedrooms into offices, pitted young against old, and widened the gaps between rich and poor, red and blue, the mask wearers and the mask haters. Some businesses--like home exercise company Peloton, video conference software maker Zoom, and Amazon--woke up to find themselves crushed under an avalanche of consumer demand. Others--like the restaurant, travel, hospitality, and live entertainment industries--scrambled to escape obliteration. But as New York Times bestselling author Scott Galloway argues, the pandemic has not been a change agent so much as an accelerant of trends already well underway. In Post Corona, he outlines the contours of the crisis and the opportunities that lie ahead. Some businesses, like the powerful tech monopolies, will thrive as a result of the disruption. Other industries, like higher education, will struggle to maintain a value proposition that no longer makes sense when we can't stand shoulder to shoulder. And the pandemic has accelerated deeper trends in government and society, exposing a widening gap between our vision of America as a land of opportunity, and the troubling realities of our declining wellbeing. Combining his signature humor and brash style with sharp business insights and the occasional dose of righteous anger, Galloway offers both warning and hope in equal measure. As he writes, "Our commonwealth didn't just happen, it was shaped. We chose this path--no trend is permanent and can't be made worse or corrected."
In this book, the editors, with 25 notable contributors, expand the knowledge of crisis management, focusing on case studies of high-profile events that have occurred in recent history. Part One of the text aims at theoretical development through empirical case studies and also postulates a crisis typology and charts specific theoretical and administrative challenges. The 'case bank,' which comprises the bulk of the book, is presented in four additional sections. The first deals with the development of crises and compares the infamous Watts riots with the 1992 L.A. riots. It also analyzes the fragmented and complex international environment that allowed the 'safe area' in Bosnia to be overrun by Bosnian Serbs in 1995. The final chapter chronicles the incredible human costs of mismanaged crisis in the Rwanda massacres in 1994. The second section explores the many decisional dilemmas that confront crisis managers. Cases include the fire at the Piper Alpha oil rig; the 1999 Turkish earthquakes; the Eindhoven, Holland plane crash; and crisis management of the Mad Cow epidemic disease in the U.K. The third section explores the long-term dimensions of crises and crisis management and particularly the development of national traumas such as the assassination of Sweden's Prime Minister Olaf Palme in 1986, the 1992 Amsterdam air crash, and the TWA flight 800 disaster in 1996. The final section shifts focus to future scenarios such as speculative information technology disasters, potentially devastating viral epidemics, deteriorating environmental and societal conditions in Russia, the southwest U.S. coming water shortage, and the outlook for Japan, one of the worldÂ’s most disaster-prone countries. Summarizing the research findings of the past decade, the authors describe patterns in the paths toward crises, the dilemmas and coping mechanisms that emerge during the thick of crisis, and, very importantly, the pathways that lead away from crisis.
In this fully updated Second Edition, three of today’s most respected crisis/risk communication scholars provide the latest theory, practice, and innovative approaches for handling crisis. This acclaimed book presents the discourse of renewal as a theory to manage crises effectively. The book provides 15 in-depth case studies that highlight successes and failures in dealing with core issues of crisis leadership, managing uncertainty, communicating effectively, understanding risk, promoting communication ethics, enabling organizational learning, and producing renewing responses to crisis. Unlike other crisis communication texts, this book answers the question, “What now?” and explains how organizations can and should emerge from crisis.
An optimistic vision of the future after Covid-19 by a leading professor of globalisation at the University of Oxford. We are at a crossroads. The wrecking-ball of Covid-19 has destroyed global norms. Many think that after the devastation there will be a bounce back. To Ian Goldin, Professor of Development and Globalisation at the University of Oxford, this is a retrograde notion. He believes that this crisis can create opportunities for change, just as the Second World War forged the ideas behind the Beveridge Report. Published in 1942, it was revolutionary and laid the foundations for the welfare state alongside a host of other social and economic reforms, changing the world for the better. Ian Goldin tackles the challenges and opportunities posed by the pandemic, ranging from globalisation to the future of jobs, income inequality and geopolitics, the climate crisis and the modern city. It is a fresh, bold call for an optimistic future and one we all have the power to create.
The COVID-19 pandemic has presented unprecedented challenges for individuals, societies, and economies around the world. But it has also presented opportunities for growth and improvement in various domains. In this book, Dr. Saeed Siyal, an expert in management science, provides a comprehensive explanation for why pandemics and similar crises are both detrimental and simultaneously prompt long-needed change. Through a thorough analysis of the impacts of the COVID-19 pandemic, Dr. Saeed Siyal explores the ways in which it has forced individuals, organizations, and governments to adapt and find new solutions to the problems we face, many of which were exacerbated by the crisis. Using Crises and Disasters as Opportunities for Innovation and Improvement covers a range of topics, including healthcare, remote work, education, environment, and social connections, and provides evidence-based insights and practical solutions for adapting to the challenges and opportunities of COVID-19. This book is a must-read for anyone interested in advancing the standards of their organizations and making a positive impact on society. It is designed for managers, leaders, corporate sectors, MNCs, SMEs, academicians, and policymakers.
This edited volume analyzes how the COVID-19 crisis could be transformed into opportunities for those organizations that correctly interpret the change, adapt their strategies accordingly, and increase their chances of success in a post-pandemic scenario. Through this lens, the female role and contribution to recovery are analyzed and discussed in the economic, financial and social context. Even if many aspects set the COVID-19 crisis apart from the latest global financial crises – such as the unusual shutdown of businesses in specific sectors, social distancing regulations, and general uncertainty sparked by the pandemic – the challenges facing all organizations in the current recovery phase can present an opportunity for extraordinary growth and development in Europe. The focus of the contributions gathered here is not on “counting” the damages and losses but rather on monitoring the recovery and on emerging instruments to support national and global economic recovery, while paying special attention to women’s role in it.
What differentiates resilient organizations from those that are not? Do we need to wait until a crisis strikes to see how resilient an organization is? Resilient Organizations draws on primary research to reveal the answers to these questions and provides practical ideas and actions to make your own organization more resilient. Organizational resilience is about creating organizations with the agility to adapt to unexpected challenges and the capacity to seize opportunity out of adversity. Dr Erica Seville, founder of the Resilient Organizations research programme, provides readers with the essential knowledge required to enable organizations to thrive in a world of change and uncertainty. Drawing on a decade of research, her team have identified 13 indicators to diagnose an organization's resilience. Resilient Organizations draws out the top five ingredients and shows how organization resilience is a capability that can and must be proactively fostered and maintained over time. Using case studies, diagnostic tools and key actions and initiatives to develop and maintain organizational resilience, Resilient Organizations is essential reading for everyone tasked with developing strong organizations that can survive and thrive in crisis and change - from risk, resilience and business continuity professionals to leadership and management teams.
Oftentimes, the owners and entrepreneurs whose small businesses are undergoing financial problems suffer high emotional costs. These individuals can experience significant setbacks in their entrepreneurial journeys as well as depression and other negative emotions from the stress of crisis episodes. However, businesses that are in crisis also provide valuable learning opportunities for adapting and changing in order to successfully face future challenging situations. Cases on Small Business Economics and Development During Economic Crises presents a diverse range of perspectives and insights into global developments in entrepreneurship and captures a diverse collection of methodologies and outcomes from various countries in the realm of small business economics and their development. Including case studies that discuss the COVID-19 pandemic, risk management, and entrepreneurial resiliency, this case book serves as an excellent companion for entrepreneurs, small business owners, managers, executives, economists, business professionals, academicians, students, and researchers.