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dc.contributor.authorZiakas, Vassilios
dc.contributor.authorAntchak, Vladimir
dc.contributor.authorGetz, Donald
dc.date.accessioned2021-07-12T09:17:29Z
dc.date.available2021-07-12T09:17:29Z
dc.date.issued2021-04
dc.identifier.citationZiakas, V., Antchak, V., and Getz, D. (2021). 'Theoretical Perspectives of Crisis Management and Recovery for Events'. Oxford: Goodfellow.en_US
dc.identifier.isbn9781911635901
dc.identifier.doi10.23912/9781911635901-4830
dc.identifier.urihttp://hdl.handle.net/10545/625872
dc.description.abstractThe world is always subject to crises and many times significant developments or changes occur in the aftermath of a crisis. In this regard, any crisis can be viewed as a turning point or critical juncture, though typically characterized by ambiguity, volatility and grave worries about the future. A crisis can cause continuing existential and socio-economic impacts; however, it also provides opportunities for creativity and innovation by re-imagining and reconfiguring the strategic purpose of organizations. Crises are apposite circumstances for reflection on management approaches, decision-making and the overall stability and sustainability of any system within which individual organizations operate. Arguably, any crisis prompts change to systems and organizations analogous to its scale and extent of multifaceted impacts. The recent COVID-19 pandemic is a case in point of a multifaceted crisis as it is not only a health emergency. It entirely disrupted the social world and its commerce bringing about serious repercussions to the everyday life of people. The event sector, being a mirror of society, has been affected dramatically. Compulsory closures and regulations regarding social distancing led to innumerable postponements or cancellations of planned events, from the Summer Olympic Games in Tokyo to the smallest of community celebrations. Professional and amateur sports alike postponed or cancelled their seasons. Businesses of all scales all along the supply chain, including the venues, entertainers, and suppliers of goods and services, suffered enormous economic losses.en_US
dc.description.sponsorshipN/Aen_US
dc.language.isoenen_US
dc.publisherGoodfellow Publishersen_US
dc.relation.urlhttps://www.goodfellowpublishers.com/academic-publishing.php?content=doi&doi=10.23912/9781911635901-4830en_US
dc.rightsAttribution-NonCommercial-ShareAlike 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-sa/4.0/*
dc.subjectCOVID 19en_US
dc.subjectsocio-economic impacten_US
dc.subjectevent sectoren_US
dc.titleTheoretical Perspectives of Crisis Management and Recovery for Eventsen_US
dc.typeBook chapteren_US
dc.contributor.departmentUniversity of Derbyen_US
dc.contributor.departmentUniversity of Queenslanden_US
dc.source.booktitleCrisis Management and Recovery for Events: Impacts and Strategies
dcterms.dateAccepted2021
refterms.dateFOA2021-07-12T09:17:29Z
dc.author.detail784978en_US


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