The COVID-19 pandemic as a long-term school crisis: Impact, risk, resilience, and crisis management.

2021 ◽  
Vol 36 (5) ◽  
pp. 271-276
Author(s):  
Amanda B. Nickerson ◽  
Michael L. Sulkowski
Keyword(s):  
Crisis Management ◽  
School Crisis ◽  
Impact Risk

scholarly journals French Firms and COVID-19: Do the Debt Status, Crisis Management System, and Monetary Policy Play a Role?

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Mina Sami
Keyword(s):  
Monetary Policy ◽  
Stock Returns ◽  
Crisis Management ◽  
Management System ◽  
Daily Growth ◽  
Listed Firms ◽  
Study Results ◽  
Major Outbreak

Abstract This study has two main objectives: first, it assesses the effect of outbreak pandemic diseases on the French firms’ stock returns by considering the sector of activity as the main center of analysis. Second, it investigates the role of the crisis management system, firm debt strategy, and monetary policy in dealing with the adverse shocks of the major outbreak of the COVID-19. The study results can be summarized as follows: (1) the daily growth in COVID-19 cases and deaths are associated with lower stock returns of the listed firms, especially for the firms operating in the energy, industrial and health care sectors. In contrast, telecommunication and consumer sectors are not significantly affected. (2) The pandemic’s adverse effect is much more tolerant with the French firms with an efficient crisis management system and low long-term debt commitments than the firms that do not have such a system and engaged with long term debts. (3) Euribor rates and monetary policy are still playing an essential role during the pandemic period.

An end to promises? 1964–1979

2021 ◽  
pp. 119-154
Author(s):  
David Thackeray ◽  
Richard Toye
Keyword(s):  
Crisis Management ◽  
Public Spending ◽  
Conservative Party ◽  
Party Leader ◽  
New Right ◽  
Liberal Party ◽  
State Expansion ◽  
Margaret Thatcher ◽  
Poor Outcomes

While the 1964 election marked a high point in confidence in state-led modernization, by the 1970s there was a widespread loss of faith in the ability of governments to deliver on their promises. Long-term planning was replaced by short-term crisis management. The Scottish and Welsh nationalists and the Liberal Party created the authority of the Westminster duopoly, reinvigorating the local campaign with their ‘pavement politics’. However, the New Right was the main beneficiary of this crisis. As Conservative Party leader from 1975, Margaret Thatcher believed that politics had been debased by parties competing for power by making promises of state expansion and greater public spending which were unrealistic and led to poor outcomes. Thatcher based the Conservatives’ 1979 manifesto around a small number of pledges, reviving the anti-promise rhetoric which had been key to Baldwin’s appeal in the 1920s and 1930s.

School Crisis Management

2014 ◽  
Vol 51 (2) ◽  
pp. 247-289 ◽  
Author(s):  
Yi-Hwa Liou
Keyword(s):  
Crisis Management ◽  
School Crisis

scholarly journals From crisis management to long-term strategy

1975 ◽  
Vol 10 (4) ◽  
pp. 113-117
Author(s):  
Hans-Eckart Scharrer
Keyword(s):  
Crisis Management

Reengineering As a Tool of Crisis Management

2015 ◽  
Vol 4 (3) ◽  
pp. 21-25
Author(s):  
Калиматова ◽  
L. Kalimatova
Keyword(s):  
Product Quality ◽  
Crisis Management ◽  
Stable Operation ◽  
Quality Service ◽  
Service Levels ◽  
Crisis Situations

This article discusses reengineering as a tool of crisis management. Reengineering is analyzed as a fundamental rethinking and radical redesign of business processes to achieve the key breakthrough in the current performance of the company, such as costs, product quality, service levels, etc. This approach creates the preconditions for long-term stable operation of enterprises, greatly reduces the appearance and development of crisis situations.

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