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StakeS-holder Management and Crisis Resilience A case study in a public transportation company

Author

Listed:
  • Aurélien Acquier

    (ESCP-EAP - ESCP-EAP - Ecole Supérieure de Commerce de Paris)

  • Sébastien Gand

    (CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique)

  • Mathias Szpirglas

    (IRG - Institut de Recherche en Gestion - UPEM - Université Paris-Est Marne-la-Vallée - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12)

Abstract

Stakeholder perspectives on crisis management provide a useful descriptive framework for analyzing crises and making crisis narratives. However, their "actionability" for crisis management, i.e. possibility to use stakeholder management models into operational crisis management processes, remains an under-investigated question. The purpose of this article is to discuss the operational value of stakeholder frameworks for crisis management. Drawing on a qualitative case study of a successful crisis management process in a public transportation company, we investigate the activities set up by the crisis cell to manage internal and external stakeholders during the crisis. In our case, successful stakeholder management relied on: 1) good diagnosis capabilities for the design of an appropriate corporate positioning; 2) an ability to manage coherently a set of emerging and heterogeneous issues involving stakeSholders ; 3) the capacity to set up a tightly coupled form of organization, involving both crisis cell members and various "anchorage points", i.e. specific actors involved in the project before the crisis, who were already in contact with key stakeholders as part of their day-to-day activities. We then discuss the practical and theoretical implications of this analysis and the potential value stakeholder perspectives for crisis management.

Suggested Citation

  • Aurélien Acquier & Sébastien Gand & Mathias Szpirglas, 2006. "StakeS-holder Management and Crisis Resilience A case study in a public transportation company," Post-Print hal-00818108, HAL.
  • Handle: RePEc:hal:journl:hal-00818108
    Note: View the original document on HAL open archive server: https://minesparis-psl.hal.science/hal-00818108v1
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    References listed on IDEAS

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    1. John F. Preble, 1997. "Integrating the Crisis Management Perspective into the Strategic Management Process," Journal of Management Studies, Wiley Blackwell, vol. 34(5), pages 769-791, September.
    2. Freeman, R. Edward, 1994. "The Politics of Stakeholder Theory: Some Future Directions1," Business Ethics Quarterly, Cambridge University Press, vol. 4(4), pages 409-421, October.
    3. E. L. Quarantelli, 1988. "Disaster Crisis Management: A Summary Of Research Findings," Journal of Management Studies, Wiley Blackwell, vol. 25(4), pages 373-385, July.
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