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Title:	Proaktivni krizni management: transformacijski pristop, krizna pripravljenost in nove priložnosti
Authors:	ID Širovnik Toplak, Nuša (Author) ID Uršič, Duško (Mentor) More about this mentor...
Files:	MAG_Sirovnik_Nusa_2020.pdf (1,58 MB) MD5: B8261CB06AA72E7522D2C0FCB527AE79 PID: 20.500.12556/dkum/26e0e5fc-8ae7-40d7-b53b-7842fcb8197b
Language:	Slovenian
Work type:	Master's thesis/paper
Typology:	2.09 - Master's Thesis
Organization:	EPF - Faculty of Business and Economics
Abstract:	Podjetja morajo biti vedno pripravljena na nenadne zunanje dogodke, ki bi lahko pretresli njihovo ustaljeno delovanje in ogrozili njihove cilje ali v najhujših primerih celo njihov obstoj. Na nastanek takšnih dogodkov podjetja ne morejo vplivati, lahko pa z ustreznim odzivom preprečijo nastanek neobvladljive akutne krize in večje škode. Sicer so takšni dogodki pogosto samo povod za izbruh krize, pravi vzroki za njen nastanek pa se največkrat skrivajo ravno v podjetju samem. Okolje, v katerem delujejo slovenska podjetja, je relativno stabilno. Primerljiva ameriška podjetja se, na primer, veliko pogosteje soočajo s posledicami orkanov, požarov, terorističnih napadov in drugih nenadnih dogodkov ali neravnih nesreč. V takšnem okolju je tudi proaktivnemu kriznemu managementu namenjeno več pozornosti kot pri nas. Vsekakor pa krizne pripravljenosti in kriznega managementa tudi v Sloveniji ne bi smeli postavljati na stranski tir. Magistrske naloge smo se lotili z namenom, da preverimo, kako so se slovenska podjetja odzvala na krizo, ki jo je v pomladnih mesecih povzročila pandemija virusa Covid-19 in opozorimo na velik pomen proaktivnega pristopa pri soočanju s krizo. Izvedli smo empirično raziskavo in ugotavljali, kako je šest slovenskih podjetij prilagodilo svoje poslovanje v tednih, ko je bila pri nas razglašena epidemija. Zraven njihovega odziva na krizo nas je zanimalo tudi, ali so v krizi našli nove priložnosti. Ugotovili smo, da so v podjetjih, kljub relativno nizki stopnji splošne krizne pripravljenosti, s svojimi odzivi relativno zadovoljni. Občutljivost na krizo podjetja pripisujejo predvsem dejavnosti, s katero se ukvarjajo, velik pomen pa se pripisuje tudi vpletenosti države, ki nosi velik del finančnega bremena krize. V raziskavi tudi ugotavljamo, da podjetja poskušajo izboljšati svojo krizno pripravljenost in odpornost z različnimi metodami; od manjših operativnih prilagoditev do korenitih strateških sprememb. V tem pomenu govorimo tudi o raznolikih priložnostih, ki so jih podjetja našla v nestabilnih kriznih razmerah. Vsekakor obstaja prostor za nadaljnjo raziskovanje in izboljšave. V raziskavo bi lahko vključili kvantitativne podatke in čez čas preverjali, ali je bil odziv podjetij dolgoročno uspešen. Še posebej zato, ker se do nastanka te magistrske naloge, nista zaključili niti zdravstvena kriza niti gospodarska kriza, ki je nastala kot posledica pandemije Covid-19. Pri podjetjih, ki so v krizi našla nove priložnosti, bi lahko čez čas preverili tudi, ali so le−te uspeli pretvoriti v oprijemljive poslovne rezultate. Osredotočili bi se lahko v eno panogo ali podjetje in jo preučili veliko bolj detajlno. Možnosti je ogromno, hkrati pa lahko z gotovostjo trdimo, da bo v duhu aktualnih dogodkov zanimanje za proaktivni krizni management, tako v akademski kot tudi v poslovni sferi, še naprej raslo.
Keywords:	kriza, proaktivni krizni management, odpornost, transformacijski krizni management, priložnosti v krizi.
Place of publishing:	[Maribor
Publisher:	N. Širovnik
Year of publishing:	2020
PID:	20.500.12556/DKUM-78060
UDC:	005.334
COBISS.SI-ID:	61764099
NUK URN:	URN:SI:UM:DK:QNIKIW3G
Publication date in DKUM:	04.05.2021
Views:	1447
Downloads:	206
Metadata:
Categories:	EPF
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Licences

License:	CC BY-NC-ND 4.0, Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International

Link:	http://creativecommons.org/licenses/by-nc-nd/4.0/
Description:	The most restrictive Creative Commons license. This only allows people to download and share the work for no commercial gain and for no other purposes.
Licensing start date:	13.10.2020

Secondary language

Language:	English
Title:	Proactive crisis management:transformative approach, crisis preparedness and new oppurtunities
Abstract:	Extreme and unexpected external events could be very damaging for organizations. In some cases, external impacts could be so severe, and could even endanger companies’ very existence. It might not be possible to prevent those events, however, with a proactive approach, it is possible to lower the consequences and prevent an uncontrollable acute crisis from happening. Nevertheless, external events are often just a trigger for an outbreak of a crisis, while real reasons for its existence usually lie within the organization itself. The environment of Slovenian companies is relatively stable, compared to companies in other geographic regions, therefore, their crisis preparedness level is relatively low. For example, companies in the United States are more likely to face hurricanes, wildfires, terrorist attacks and other sudden events or disasters. Consequently, the popularity and level of implementation of proactive crisis management in American companies are, compared to Slovenia, considerably higher. However, even in a stable environment, crisis preparedness and crisis management should not be overlooked, which was clear when Covid-19 pandemic outbreak happened. The pandemic provided us with a perfect opportunity to investigate how Slovenian companies responded to the crisis caused by an external event and highlight the great importance of proactive approach when dealing with crisis situations. We conducted an empirical research with six Slovenian companies to investigate how the first weeks of the lockdown were handled. In addition to their crisis response, we were also interested in possible new opportunities that emerged during the time of uncertainty. The results suggest that, even though overall crisis preparedness level was relatively low, participants were satisfied with the proactive ways in which companies responded. The companies largely attributed the damage caused by the crisis to the vulnerability of the specific industry they operate in. To overcome the crisis and lower the damage, companies heavily rely on the government. In order to improve their resilience, companies use various methods; from minor operational adjustments, to radical strategic changes. Furthermore, with a proactive approach, the crisis revealed several areas of possible opportunities across all six companies. There are several possibilities of improving our research in the future. For example, with quantitative data, we could measure the long-term effectiveness of methods companies used as crisis response. It is also important to note that, until this day, the Covid-19 crisis is far from over. It would certainly be interesting to find out whether companies managed to translate new-found crisis opportunities into actual business results. The study could also be focused on one company or one industry, which could then be examined considerably more detailed. There are several options, and, in light of recent events, the popularity of proactive crisis management will continue to rise, both in the academic as well as the business world.
Keywords:	crisis, proactive crisis management, resilience, proactive crisis management, transformative crisis management, opportunities during crisis.

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