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Pathology of Organizational Crisis Management Based on Hazard and Operability Analysis: The Case Study of an Iranian Oil Company | ||
| Interdisciplinary Journal of Management Studies (Formerly known as Iranian Journal of Management Studies) | ||
| دوره 16، شماره 1، فروردین 2023، صفحه 43-60 اصل مقاله (888.43 K) | ||
| نوع مقاله: Research Paper | ||
| شناسه دیجیتال (DOI): 10.22059/ijms.2022.321959.674519 | ||
| نویسندگان | ||
| Elham Rabani* 1؛ Ali Reza Mooghali2؛ Arash Shahin3؛ Narges Abbasi4 | ||
| 1PhD Student, Department of Public Management, Payame Noor University (PNU), Tehran, Iran | ||
| 2Professor, Department of Public Management, Payame Noor University (PNU), Tehran, Iran | ||
| 3Professor, Department of Management, University of Isfahan, Isfahan, Iran | ||
| 4Associate Professor, Department of Mathematical Sciences, Payame Noor University (PNU), Tehran, Iran | ||
| چکیده | ||
| The crisis is a devastating event that is difficult to predict. If not managed, it can cause significant problems for the organization. Therefore, organizations need a comprehensive framework to manage crises well. This article aims to present a new crisis management model with an overlapping attitude and prioritize the most critical components based on the Hazard and Operability Analysis (HAZOP) using a mixed-methods research design. In the qualitative phase, reviewing the academic resources was conducted from 2009 to 2020. Then, three rounds of the Delphi technique was carried out to obtain the consensus of 19 experts over 125 components. Analyzing the data was performed by structural equation modelling in the quantitative phase. The sample consisted of 228 respondents who were employees in an Iranian oil company. The findings indicated that crisis management is a nonlinear overlapping process with 47 elements in seven factors: pre-crisis, in-crisis, post-crisis, pre-crisis and in-crisis, in-crisis and post-crisis, post-crisis and pre-crisis, pre-crisis and in-crisis and post-crisis. In addition, the results of HAZOP showed that “strategic thinking at all levels of the organization” and “standardization of the education system” had higher priority. Overall, the current situation of the company in managing organizational crises was considered favorable. | ||
| کلیدواژه‌ها | ||
| crisis؛ organizational crisis management؛ overlapping approach؛ hazard and operability analysis approach | ||
| عنوان مقاله [English] | ||
| آسیب شناسی مدیریت بحران سازمانی مبتنی بر رویکرد آنالیز مخاطرات و راهبری عملیات (مطالعه موردی در صنعت نفت ایران) | ||
| نویسندگان [English] | ||
| الهام ربانی1؛ علیرضا موغلی2؛ آرش شاهین3؛ نرگس عباسی4 | ||
| 1دانشجوی دکتری، گروه مدیریت دولتی، دانشگاه پیام نور، تهران، ایران | ||
| 2استاد، گروه مدیریت دولتی، دانشگاه پیام نور، تهران، ایران | ||
| 3استاد، گروه مدیریت، دانشگاه اصفهان، اصفهان، ایران | ||
| 4دانشیار، گروه آمار، دانشگاه پیام نور، تهران، ایران | ||
| چکیده [English] | ||
| بحران، رویداد ویرانگری است که پیش بینی آن دشوار می باشد و اگر مدیریت نشود، می تواند مشکلات قابل توجهی برای هر سازمان ایجاد کند. بنابراین، وجود یک الگوی جامع و منطبق با واقعیت برای سازمان ها به منظور مدیریت هر چه بهتر آن امری ضروری محسوب می شود. هدف از این مقاله، ارائه مدلی جدید از مدیریت بحران سازمانی با رویکرد همپوشانی و اولویت بندی مولفه های آن بر اساس آنالیز مخاطرات و راهبری عملیات است. روش شناسی این پژوهش از نوع آمیخته می باشد. در مرحله کیفی، مقالات معتبر مرتبط با مدیریت بحران سازمانی از سال 2009 تا 2020 مورد مطالعه و بررسی قرار گرفته است. سپس با کسب نظرات 19 نفر از متخصصان این حوزه در سه دور روش دلفی، 125 مؤلفه به تصویب رسیده است. در مرحله کمی، ساختار مدل با روش معادلات ساختاری مورد تجزیه و تحلیل قرار گرفته و برازش آن با استفاده از نرم افزار آموس تایید شده است. داده های این مرحله با تکمیل پرسشنامه توسط 228 نفر از روسا، مدیران و کارشناسان ارشد یکی از شرکتهای حوزه نفت ایران بدست آمده است. یافته ها حاکی از آن است که مدیریت بحران سازمانی یک فرآیند همپوشانی غیرخطی با 47 عنصر در هفت عامل قبل از بحران، حین بحران، پس از بحران، پیش از بحران و حین بحران، حین بحران و پس از بحران، پس از بحران و قبل از بحران، قبل از بحران و حین بحران و پس از بحران می باشد. همچنین نتایج آسیب شناسی به روش آنالیز مخاطرات و راهبری عملیات نشان داد که در شرکت مورد مطالعه، «تفکر استراتژیک در تمام سطوح سازمان» و «استانداردسازی نظام آموزشی» اولویت بالاتری را نسبت به سایر مولفه ها دارا می باشند. در مجموع وضعیت شرکت در مدیریت بحران های سازمانی مطلوب ارزیابی شد. | ||
| کلیدواژه‌ها [English] | ||
| بحران, مدیریت بحران سازمانی, رویکرد همپوشانی, آنالیز مخاطرات و راهبری عملیات | ||
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