Efnisyfirlit

• Acknowledgments
• Contents
• List of Figures
• List of Tables
• Chapter 1: Introduction
• 1.1 Theoretical Background
• 1.1.1 Social Theory and Culture
• 1.1.2 Grid-Group Cultural Theory
• 1.1.3 The GLOBE Cultural Approach
• 1.1.4 Cognitive-Institutional Approach in Crisis Analysis
• 1.2 Purpose and Main Research Questions
• 1.3 Research Design and Theoretical Approach
• 1.4 Working Process
• 1.5 Data
• Chapter 2: Culture: Conceptualizing the Independent Variable
• 2.1 GLOBE Dimensions of Societal Culture
• 2.2 Individualism Versus Collectivism
• 2.2.1 Hofstede’s Approaches
• 2.2.2 Triandis’s Approaches
• 2.2.3 Schwarz’s Approaches
• 2.2.4 GLOBE’s Definition
• 2.3 Power Distance
• 2.4 The Other GLOBE Dimensions
• 2.5 Introductory Dialogue Between GGCT and GLOBE in Summary
• 2.6 Values or Practices?
• 2.7 GLOBE Dimensions Representing Grid and Group
• 2.8 Culture Categorization
• Chapter 3: Crisis Management: Conceptualizing the Dependent Variable
• 3.1 Categorizing Crisis Management
• 3.2 Cultural Frameworks and the Response Phase
• Chapter 4: Risk Reduction
• 4.1 Uncertainty Avoidance and Four Myths of Nature
• 4.2 Preparedness Framework
• 4.3 From Risk Perception to Crisis Perception
• 4.3.1 Crisis Perception in Sum
• 4.4 Origin of Crisis as an Influential Fear Factor?
• 4.4.1 Origin of Crisis as an Influential Fear Factor in Sum
• 4.5 The Effectiveness of Standard Operating Procedures
• 4.6 Risk Reduction: Summary
• Chapter 5: Decision Making and Decision-Making Unit
• 5.1 What Is Involved in Decision Making?
• 5.2 Centralization and Decentralization
• 5.2.1 Preparedness Framework and Movement of Power
• 5.2.2 Collective Learning Framework and Movement of Power
• 5.2.3 Group Loyalty Framework and Movement of Power
• 5.2.4 Movement of Power in Sum
• 5.3 Types of Decision-Making Units
• 5.3.1 Preparedness Framework and Types of Decision-Making Units
• 5.3.2 Collective Learning Framework and Types of Decision-­Making Units
• 5.3.3 Group Loyalty Framework and Decision-Making Unit Types
• 5.3.4 The Most Influential Types of Decision-Making Unit in Sum
• 5.4 Decision Making and Group Dynamics
• 5.4.1 Conformity Versus Conflict
• 5.4.2 Three Kinds of Conformity Dynamics
• 5.4.3 Preparedness Framework and Conformity
• 5.4.3.1 Groupthink
• 5.4.3.2 New Group Syndrome
• 5.4.3.3 Rally Around the Flag
• 5.4.4 Collective Learning Framework and Conformity
• 5.4.4.1 Groupthink
• 5.4.4.2 New Group Syndrome
• 5.4.4.3 Rally Around the Flag
• 5.4.5 Group Loyalty Framework and Conformity
• 5.4.5.1 Groupthink
• 5.4.5.2 New Group Syndrome
• 5.4.5.3 Rally Around the Flag
• 5.4.6 Conformity Within Decision-Making Group in Sum
• 5.5 Conflict (or Non-conflict)
• 5.5.1 In-Group Loyalty
• 5.5.1.1 Preparedness Framework and In-Group Loyalty
• 5.5.1.2 Collective Learning Framework and In-Group Loyalty
• 5.5.2 Loyalty Within the Decision-Making Groups in Sum
• 5.5.3 Trust
• 5.5.3.1 Preparedness Framework and Trust
• 5.5.3.2 Collective Learning Framework and Trust
• 5.5.3.3 Group Loyalty Framework and Trust
• 5.5.3.4 Trust in sum
• 5.6 Concern and Decision Makers’ Focus
• 5.6.1 Concern and Focus of Decision Makers in Sum
• 5.7 Preparedness Framework and Value Conflict
• 5.7.1 Collective Learning Framework and Value Conflict
• 5.7.2 Value Conflict in Sum
• 5.8 Decision Making and Decision-Making Units: Summary
• Chapter 6: Information Management
• 6.1 Lacking, Direct or Hesitant Processing
• 6.2 Preparedness Framework and Information Processing
• 6.2.1 Information Processing in Sum
• 6.3 Formal Channels and/or Localized Information?
• 6.4 Preparedness Framework and Formality and/or Localization
• 6.4.1 Collective Learning Framework: Formality and/or Localization
• 6.4.2 Group Loyalty Framework: Formality and/or Localization
• 6.4.3 Formal Information Channels and/or Localization in Sum
• 6.5 Complexity of Communication
• 6.5.1 Complexity and Directness in Communication
• 6.5.2 Complexity of Communication in Sum
• 6.5.3 Media and Trust
• 6.5.4 Media Strategy
• 6.5.4.1 Preparedness Framework and Media Strategy
• 6.5.4.2 Collective Learning Framework and Media Strategy
• 6.5.4.3 Group Loyalty Framework and Media Strategy
• 6.5.5 Media Strategy in Sum
• 6.6 Information Management: Summary
• Chapter 7: Learning
• 7.1 Learning and Modifying
• 7.1.1 Learning and Modifying in Sum
• 7.2 Historical Analogies
• 7.2.1 Historical Analogies in Sum
• 7.3 Learning from Experience
• 7.3.1 Learning from Experience, in Sum
• 7.4 Collective Learning
• 7.4.1 Collective Learning in Sum
• 7.5 Learning: Summary
• Chapter 8: Crisis and Culture Within Countries: Case Study
• 8.1 South Korea: Culture and Crises
• Chapter 9: Discussion and Summation
• 9.1 The Four Cultural Types in Light of Analysis
• 9.1.1 Fatalism
• 9.1.1.1 “Fatalism of the Masses”
• 9.1.2 Individualism
• 9.1.3 Hierarchy
• 9.1.4 Egalitarianism
• 9.1.4.1 Egalitarianism: A Fertile Culture for “High Reliability Organizations”?
• 9.2 Values as Culture
• 9.2.1 The Most Influential Value?
• 9.2.2 The Central Value Orientation
• 9.2.3 Can Crises Trigger Value Change?
• 9.3 What Is the Use?
• 9.3.1 International Cooperation, Cultures, and Crisis Management
• Chapter 10: Conclusions
• 10.1 Culture and Crisis Management: Continued Research
• Appendix A: Summary of Hypotheses
• Appendix B: Crisis Management Case Coding Guide
• B.1 Case Characteristics
• B.2 Thematic Analysis
• B.2.1 Decision Unit Variables
• B.2.2 Preparedness Variables
• B.2.3 Value Conflict Variables
• B.2.4 Leadership Variables
• B.2.5 Crisis Communication Variables
• B.2.6 Learning/Adaptation Variables
• B.2.7 Crisis Culture Variables
• Appendix C: TCM Crisis Cases Dataset
• Abbreviations and Acronyms
• Bibliography