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From stakeholder to stakeSholder management in crisis episodes. A case study in a public transportation company

Author

Listed:
  • Mathias Szpirglas

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique, 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, DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique, M-Lab - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres)

  • Aurélien Acquier

    (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, M-Lab - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres)

  • 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, M-Lab - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres)

Abstract

Stakeholder perspectives on crisis management provide a useful descriptive frameworkto analyse crises and to develop crisis narratives. However, their ‘actionability' for crisismanagement, i.e. the possibility to use stakeholder management models in operationalcrisis management processes, remains an under-investigated research question. Thisarticle, built on a qualitative case study of successful crisis management in a publictransportation company, discusses the operational value of stakeholder frameworks forcrisis management.We investigate the actions set up by the crisis cell to manage internaland external stakeholders during the crisis. The successful management of the crisisinvolved: (1) good stakeholder diagnostic capabilities to design an appropriate corporatepositioning; (2) an ability to identify and coherently manage emerging and heterogeneousissues involving stakeSholders, i.e. actors that are concerned with multiple issues of thecrisis; and (3) the capacity to set up a tightly coupled ad hoc organization, articulatingboth crisis cell members and various ‘anchorage points', i.e. actors previously involved inthe project. Finally, we discuss the implications and potential value of stakeholderperspectives for crisis management.

Suggested Citation

  • Mathias Szpirglas & Aurélien Acquier & Sébastien Gand, 2008. "From stakeholder to stakeSholder management in crisis episodes. A case study in a public transportation company," Post-Print halshs-00331865, HAL.
    • Handle: RePEc:hal:journl:halshs-00331865
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    Citations

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    Cited by:

    1. Wen-Bao Lin, 2013. "Factors affecting development of crisis management mechanisms in hospitals," Quality & Quantity: International Journal of Methodology, Springer, vol. 47(3), pages 1445-1457, April.
    2. Mathias Szpirglas, 2019. "Spreading of a safety culture in a community of amateur sports practitioners. The case of the French Free Flight Federation (FFVL)," Post-Print hal-03048188, HAL.
    3. Mathias Szpirglas, 2019. "La diffusion d’une culture de la gestion des risques auprès d’une communauté de sportifs amateurs. Le cas de la Fédération Française de Vol Libre (FFVL)," Post-Print hal-03048175, HAL.

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