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Aurélien Acquier, Sébastien Gand, & Mathias Szpirglas. (2006). Stake S-holder management and crisis resilience a case study in a public transportation company. In M. T. B. Van de Walle (Ed.), Proceedings of ISCRAM 2006 – 3rd International Conference on Information Systems for Crisis Response and Management (pp. 528–539). Newark, NJ: Royal Flemish Academy of Belgium.
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.
Keywords: Information systems; Collective action; Crisis management; External stakeholders; Potential values; Public transportation companies; Qualitative case studies; Stakeholder management; Stakeholder management model; Anchorages (foundations)
Kartikeya Bajpai, & Anuj Jaiswal. (2011). A framework for analyzing collective action events on Twitter. In E. Portela L. S. M.A. Santos (Ed.), 8th International Conference on Information Systems for Crisis Response and Management: From Early-Warning Systems to Preparedness and Training, ISCRAM 2011. Lisbon: Information Systems for Crisis Response and Management, ISCRAM.
Abstract: Recent years have witnessed multiple international protest movements which have purportedly been greatly affected by the use of Twitter, a micro-blogging platform. Social movement actors in Iran, Moldova, Kyrgyzstan and Thailand are thought to have utilized Twitter to spread information, co-ordinate protest activities, evade government censorship and, in some cases, to spread misinformation. We propose a framework for conceptualizing and analyzing Twitter data related to contentious collective action crises. Our primary research goal is to delineate a framework informed with a social movements lens and to demonstrate the framework by means of Twitter usage data related to the Thailand protests of 2010. Our proposed framework concerns itself with two aspects of protest activities and Twitter usage, namely, analyzing the content and structure of messages and our construct of Twitter protest waves.
Keywords: Information systems; Collective action; Content and structure; Government censorships; Micro-blogging platforms; Research goals; Social movements; Thailand; Twitter; Social networking (online)