Factors influencing crisis management: A systematic review and synthesis for future research

Hazaa, Yahya Maresh H.; Al Maqtari, Faozi A.; Al-Swidi, Abdullah Kaid Article Factors influencing crisis management: A systematic review and synthesis for future research Cogent Business & Management Provided in Cooperation with: Taylor & Francis Group Suggested Citation: Hazaa, Yahya Maresh H.; Al Maqtari, Faozi A.; Al-Swidi, Abdullah Kaid (2021) : Factors influencing crisis management: A systematic review and synthesis for future research, Cogent Business & Management, ISSN 2331-1975, Taylor & Francis, Abingdon, Vol. 8, Iss. 1, pp. 1-45, https://doi.org/10.1080/23311975.2021.1878979 This Version is available at: https://hdl.handle.net/10419/270214 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may be saved and copied for your personal and scholarly purposes. You are not to copy documents for public or commercial purposes, to exhibit the documents publicly, to make them publicly available on the internet, or to distribute or otherwise use the documents in public. If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=oabm20 Cogent Business & Management ISSN: (Print) (Online) Journal homepage: https://www.tandfonline.com/loi/oabm20 Factors Influencing Crisis Management: A systematic review and synthesis for future research Yahya Maresh H. Hazaa, Faozi A. Almaqtari & Abdullah Al-Swidi | To cite this article: Yahya Maresh H. Hazaa, Faozi A. Almaqtari & Abdullah Al-Swidi | (2021) Factors Influencing Crisis Management: A systematic review and synthesis for future research, Cogent Business & Management, 8:1, 1878979, DOI: 10.1080/23311975.2021.1878979 To link to this article: https://doi.org/10.1080/23311975.2021.1878979 © 2021 The Author(s). This open access article is distributed under a Creative Commons Attribution (CC-BY) 4.0 license. Published online: 15 Feb 2021. Submit your article to this journal Article views: 18650 View related articles View Crossmark data Citing articles: 10 View citing articles MANAGEMENT | REVIEW ARTICLE Factors Influencing Crisis Management: A systematic review and synthesis for future research Yahya Maresh H. Hazaa 1 , Faozi A. Almaqtari 2 * and Abdullah Al-Swidi 3 Abstract: The purpose of this study is to provide a comprehensive systematic literature review (SLR) of factors influencing crisis management (CM). The study attempts to assess the main areas that have been linked to and studied CM, and the research outlets that have been provided these research. The study adopts a qualitative approach and uses SLR method to collect relevant data. The study surveyed 223 studies from different research outlets, including the most reputed publishers; Emerald, Wiley, Elsevier, Springer, Taylor & Francis, SAGE, and Inderscience. The extracted articles are categorized into 8 areas based on their effect on CM. The most important factors are communication and social media, which have 66 studies with 4039 citations, leadership which have 40 studies with 2315 citations, followed by knowledge, governance, information technology, strategic planning, and professional entities, which have 38, 24, 23, 16, and 16 manuscripts with 2109, 1738, 301, 548, and 160 citations, respectively. The current study provides an open insight for academicians and researchers on the main areas of CM Yahya Maresh H. Hazaa ABOUT THE AUTHOR Yahya Maresh H. Hazaa is a research scholar at the department of commerce (accounting), Dr. Babasaheb Ambedkar Marathwada University, India. He has authored and coauthored various national and international papers. He attended several international, national conferences and workshops. Email: [email protected] Faozi A. Al Maqatari is an assistant professor, department of Accounting, Hodeidah University, Yemen. He has participated in several international, national conferences, and workshops. He has authored, coauthored, and reviewed various international and national papers in different esteemed journals from different publishers including: Wiley, Taylor & Francis, Emerald, and Inderscience. Email: fouzi_gazim2005@yahoo. com https://orcid.org/0000-0002-5625-3643 Abdullah Al-Swidi is an associate professor of management in the department of management and marketing, Qatar University, His research work has been published in various international peer reviewed journals. In addition to his teaching and research-oriented activities, has been a professional trainer and business consultant for companies and programs in Qatar, Malaysia and Yemen. Email: [email protected] PUBLIC INTEREST STATEMENT Crisis management has been gaining momentum and considerable attention from regulators, , and academicians especially, in the recent time. Fast, positive, and effective response to the crisis can not only control the situation but also lead to increased market share, improved employee relations, and better public image (Kothai, 2002). This study is an endeavor to summarize what has been done and what is left to be done in the factors that influence crisis management? The current study introduces a clear picture of the status of crisis management that will inform research institutions and academicians to concentrate on unhighlighted research areas ignored by prior studies. This study warns regulators and policy makers to pay attention to the several factors that influence crisis management such as information technology, strategic planning, communication, social media, knowledge management, governance, leadership, and the role of professional entities. Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 1 of 45 Received: 16 December 2020 Accepted: 11 January 2021 *Corresponding author: Faozi A. Almaqtari, Department of Accounting, Hodeidah University, YEMEN E-mail: fouzi_gazim2005@yahoo. com Reviewing editor: Albert W. K. Tan, Education, Malaysia Institute for Supply Chain Innovation, MALAYSIA Additional information is available at the end of the article © 2021 The Author(s). This open access article is distributed under a Creative Commons Attribution (CC-BY) 4.0 license. investigated by prior studies. It provides a novel contribution and comprehensive understating through highlighting what has been done and what is left to be done in respect to crisis management. Subjects: Business, Management and Accounting; Strategic Management; Critical Management Studies Keywords: Crisis management; information technology; strategic planning; communication and social media; governance; knowledge management; leadership; professional entities 1. Introduction Different crises affect societies and take different forms; cyber-attacks, natural disasters such as floods, earthquakes, etc. Other forms are also such as political and conflict crises such as the world war I & II and epidemic diseases, which is one of the latest crises that the world is witnessing during the current time represented by Covid-19. Further, the depression in 1929–1933 and the financial crisis of 2007–2008 are some examples of economic and financial crises that affected the world. Accordingly, organizations confront a fast-changing environment with complex issues, difficulty in controlling the flow of messages, and managing various stakeholders (Strauβ & Jonkman, 2017). In this regard, Kothai (2002) state that every organization has to give due importance to the concept of crisis management (CM), training, planning, and communicating to survive and grow. Moreover, a fast, positive, and effective response to the crisis can not only control the situation but also lead to increased market share, improved employee relations, and better public image about the organization (Kothai, 2002). Then countries and institutions tried to manage their crises through containing and reducing their effects by using various factors such as information technology (IT), strategic planning (SP), communication (Comm.), social media (SM), knowledge management (KM), governance (Gov.), or leadership (Lead.), as well the role of professional entities (Prof.) on CM. Several studies investigate different issues related to CM. These issues are spread over different areas, which made it difficult for practitioners and researchers to follow and learn lessons from prior experiences with regard to these crises. In spite of there are some past researchers have been studied crisis management with some factors as literature or systematic review such as (Alkandari & Al-Lozi, 2017; Apuke & Tunca, 2018; John-Eke & Eke, 2020; Nojoumi et al., 2015; Padhan & Prabheesh, 2019; Wybo et al., 2015), but all of them focused only on the area in which they study in, none of them tried to identify the factors as the study has done. Accordingly, the current study seeks to assess the state of the art of CM to have a glance and open an insight for professionals and academicians regarding what has been done and what is left to be done in CM. To do so, the study adopts a systematic literature review (SLR), which has been adopted by several researches (e.g., Azila-gbettor et al., 2018; Cucari, 2019; Nomran & Haron, 2020). Snyder (2019) states that SLR aims to identify state of the art in an area to answer a particular research question or hypothesis. Following these studies, the present study conducted SLR to investigate what are the main areas that have been linked and studied with CM? and what are the research outlets that have been provided these researches? We highlight how CM studies are fragmented across a range of disciplinary fields. To the best of our knowledge, the current study is the first comprehensive review of CM that offers a navigation window into the existing research related to CM. Our review offers multiple opportunities and benefits to researchers and practitioners by highlighting the focus of CM studies making a novel contribution to the strand literature of CM. The present study is organized as follows: Section 2 introduces the literature review. Section 3 provides the methodology of the study. Section 4 presents a discussion, and section 5 concludes. Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 2 of 45 2. Literature review Crisis is derived from the Greek word, which is usually written “Krisis” in Latin letters. Crisis is defined as an unstable situation in which a decisive change is impending with the distinct possibility of a highly undesirable outcome (Fink, 1986; Longman, 2009). Also, it knowns as an abnormal situation that occurs for each organization what causes threatening its viability (AlKhashali & Al-Qutob, 2007; PAS 200; Publicly Available Specification, 2011). There are three types of crises, as Parsons (1996) mentioned: immediate; which occurs without warning, emerging; that no more predictable, and sustained crises which often last for weeks, months, or years. While Gundel (2005) classified the crises into crisis predictability and influence possibilities, such as conventional, unexpected, intractable, and fundamental crises. Moreover, the crisis has many characteristics that occur violent, complex, surprise, speed in the sequence of events and their results, lack of information, tension, anxiety, skepticism, confusion, fear of losing control, and rapid spread as a result of information technology (Al-Ajlouni, 2009; Al-Marri, 2014; Comfort, 1993; Shaluf & Said, 2003). There are many causes of crisis some of which are related to the human element, such as misunderstanding, miscalculation & evaluation, and wrong interpretation (Al-Khudhairi, 2003; AlMarri, 2014). As well as, administrative reasons such as weak physical and human resources, ignore early warning signals, mismanagement, and randomness (Al-Ajlouni, 2009; Al-Marri, 2014). In addition, the reasons beyond the control of the organization like natural disasters, rumors, desire to blackmail, the pressure of external militarily, conflicts of interest, information sabotage, terrorist attack, and copyright infringement (Al-Khudhairi, 2003; Al-Marri, 2014; Pearson & Clair, 1998). Also, there is a rather surprising result that the global financial crisis is the result of the accumulation of errors in financial policies and rules of the capitalist system in the US, because of the irresponsible borrowing of individuals and institutions in US which created gaps in the asset markets and financial derivatives and occurred the global financial crisis 2007/2008. (Al-Manasir and Al-Ksasiba, 2009). On the other hand, crisis management (CM) is known as the art of removing risks and uncertainty to allow institutions to achieve goals (Steven, 1986). It is taking decisions or finding solutions for crisis situations (Ulmer, 2001). Also, it is known as the design and implementation of plans, procedures, and mechanisms of crisis detection, prevention, containment, recovery, and learning from the crisis. (Kothai, 2002). In the words of (Al-Khashali & Al-Qutob, 2007) the CM refers to the method of management in dealing with crises in the light of preparedness, knowledge, awareness, available capabilities, skills, and prevailing management patterns. As well as, Ghannam (2010) and Al-Marri (2014) defined CM as a system used to plan and deal with crisis with monitoring internal and external variables that generate crises, deal with, and getting out with minimal losses. CM aims to avoid crises before happening, contain the repercussions of its negative effects, prevent them from spreading, control the extent of damage as a result of the crisis, and get out of it with the least possible losses (Al-Ammar, 2002; Al-Marri, 2014). Moreover, the most important study was by Pearson and Mitroff (1993), it provided a framework for CM, which was essential for a many studies and a wide use. The framework consists of five stages are: detection or early warning signal, preparation/prevention signal, damage containment or reduction signal, business recovery signal, and learning signal. As well as Mitroff (1994) discussed four major variables: Types, Phases—as mentioned by Pearson and Mitroff (1993) -, Systems, and Stakeholders. They possibly to spec more precisely the difference between Crisis Prepared versus Crisis Prone organizations. On the other hand, if the performance of organizations are poorly or merely do well on one or two of them, they may fail to CM. Also, a variety of methods are used to CM that Chong (2004) concluded six steps to better CM are: coping; rethinking; initiating; sensing; intervening; sandbagging. Moreover, he found that managers cannot prepare for all kinds of crises. However, their companies’ likelihood will run into a crisis unless will be CM as part of their strategic management responsibility. Overall, these studies highlight the need to study the literature and investigated in which effected factors that CM, some of which information technology and communication, strategic planning, governance, and social media, knowledge management, and other factors of regulatory Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 3 of 45 policy and characteristics of the leaders of organizations, so the discussion in the below section will be for that factors. That what we will study in the discussion and results section. 3. Methodology Strijker et al. (2020) indicate that a quantitative research is the study “when a mathematical model or advanced statistics are at the methodological heart of it. It is classified as Qualitative when primarily qualitative methods are used. An article which uses a qualitative method supported by simple descriptive statistics, is classified as Qualitative”. On this basis, the present study uses the qualitative approach where it utilizes a review of the research published in the area of crisis management. Accordingly, for conducting this type of research, the study could use different approaches such as systematic review, Semi-systematic, and Integrative approaches literature review. Ahmad and Omar (2016) state that systematic review differs from meta-analysis as it does not utilize econometric and statistical procedures for data synthesis and analysis. The present study uses a systematic review to investigate the factors that influence crisis management. Snyder (2019) advocates that that systematic review focuses on specific research question and evaluates quantitative articles for informing policy and practice. This study uses a systematic review of prior studies related to factors of IT, SP, Comm. & SM, KM, Gov., Lead. and Prof. which influencing CM. The systematic review approach is widely used by researchers (e.g., Almaqtari, Al-Hattami et al., 2020; Petticrew & Roberts, 2006; Tranfield et al., 2003; Walker, 2010). Moreover, the study will follow the same steps that were done by (Walker, 2010) in which he studied five steps for the systematic review process; (1) keyword and term identification, (2) article identification, (3) quality assessment, (4) data extraction, (5) data synthesis (See Figure 1). 3.1. Keyword and term identification At the initial stage, keyword and term identification are conducted to facilitate our extraction. This stage is based on key terms related to factors influencing CM surveyed from some studies. This stage also facilitates the next stage in which the articles are identified from different search engines. Then, the study was restricted to key terms only until articles related to key terms were reached, as an upper limit for the data published in databases. So Google Scholar was the platformer of database, as well as using the system of Harzing’s Publish or Perish to find the articles alike. 3.2. Article identification Figure 1. shows that this step is conducted using different search databases such as Google search, Harzing’s Publish or Perish, and publishers’ databases. Firstly, the Google Scholar database as a comprehensive research platform is used to identify the related articles to the research topic as well as to assess the quality of articles as it shows the citation for each article and reducing researchers’ bias. (Walker, 2010). So, different Boolean search operators are used to facilitate the extraction of related articles to the research issues such as “AND, OR, “Truncation”, Wildcards, Quotation marks, “adj”, publication date, material type, and language. The results of this step yield 1838 research articles and some other documents related to the issue. These documents are found for a period from 1983 to 2020. Secondly, a search using Harzing’s Publish or Perish database is conducted using different keywords and terms which results in 595 articles. Finally, reputed publishers’ outlets such as Emerald, Wiley, Elsevier, Springer, Taylor & Francis, SAGE, Inderscience, and some other databases are accessed separately to make sure that articles related to the topic in these databases are not left. 3.3. Quality assessment This step is to ensure the quality assessment of the sampled articles by the present study. The result of the proceeding step yielded a large number of articles. However, in order to ensure that the study has included quality published articles and some other articles that have large number of citations, a quality assessment is conducted to include only the most relevant articles that are directly related to the factors influencing CM. Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 4 of 45 3.4. Data extraction In this step, the number of articles included in the present study is finalized. The articles extracted from Google Scholar and Harzing’s system are reduced. Further, after consideration of all articles in publishers’ databases, it is noticed that there are some articles that are not published by reputed and Scopus publishers are found and have some citations. The study has included these articles except for any article that has less than 5 citations. Finally, the total number of articles included in the current study are 223 studies. Different tools have been used in data extraction. Google Scholar, Harzing’s, Mendeley, publishers’ outlets with reference to the proceeding steps of article identification and quality assessment have been used as tools to extract the materials published in the area of crisis management. On the other hand, content analysis, Microsoft Excel, SPSS23, and manual extraction were opted to extract the information required for the present study. 3.5. Data synthesis In his narrative analysis of the factors influencing CM literature, the next section will discuss and summarized the results and findings reached by studies, as well as concluded and reached to answer the research questions and implications for future research. 4. Discussion and results This section discusses the retrieved studies to meet the research questions of the study. It provides a discussion of different outlets that have been extracted from the sampled studies. 4.1. Publishers’ outlets The final sample and retrieved articles included by the current study comprises 111 articles from Google Scholar and 112 from Harzing, which also have been checked to make sure that all studies from reputed publishers; Emerald, Wiley, Elsevier, Springer, Taylor & Francis, SAGE, Inderscience, and Allied are included. The extracted articles are categorized into 8 areas based on their effect on CM. (Table 1) shows that the most important factors are the Comm. & SM, which have 66 studies with 4039 citations, Lead. which has 40 articles with 2315 citations, followed by KM, Gov. IT, SP, and Prof., which have 38, 24, 23, 16, 16 manuscripts, respectively, with 2109, 1738, 301, 548, and 160 citations, respectively. (Table 2) demonstrates studies by publishers. The results demonstrate the number of studies and the total number of citations for each publisher. The results also show the number of studies and citations based on each area. Overall, it is noteworthy to state that although Elsevier has 16 Figure 1. Steps of systematic review (source: Walker, 2010). Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 5 of 45 Table 1. Factors studied with CM by number of studies and citations Factors Harzing’s Harzing’s (Net) Google Scholar Google Sch. (Net) Total No. Citations No. Citations No. Citations No. Citations IT 38 204 8 145 43 15 156 23 301 SP 15 63 4 15 113 13 551 16 548 Comm. 64 759 20 614 777 16 1752 36 2366 SM 83 1874 26 1648 306 4 25 30 1673 KM 89 336 17 198 27 21 1911 38 2109 Gov. 132 1668 15 1427 195 9 311 24 1738 Lead. 174 2492 22 2133 373 18 182 40 2315 Prof. 0 0 0 0 17 16 160 16 160 Total 595 7396 112 6180 1851 111 5030 223 11,210 Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 6 of 45 Table 2. Publishers’ outlets Area Emerald Wiley Elsevier Springer Taylor &. SAGE Inder science Allied Other Total Overall No. 32 24 16 12 12 7 4 1 115 223 Cit. 1546 1441 2816 485 485 1385 26 2 3024 11,210 IT No. 4 3 1 1 1 13 23 Cit. 163 84 11 5 3 35 301 SP No. 5 1 1 9 16 Cit. 530 0 2 16 548 Comm. No. 7 4 3 4 2 1 15 36 Cit. 95 479 303 91 607 13 778 2366 SM No. 3 1 3 5 2 1 1 14 30 Cit. 2 7 198 393 315 406 7 345 1673 KM No. 5 3 3 2 1 1 23 38 Cit. 478 148 1096 4 40 85 258 2109 Gove. No. 5 2 1 2 14 24 Cit. 510 939 4 14 271 1738 Lead. No. 6 3 4 3 1 3 2 18 40 Cit. 156 180 269 79 18 287 6 1320 2315 Prof. No. 2 4 1 9 16 Cit. 122 33 4 1 160 Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 7 of 45 Table 5. (Continued) PANEL A: Studies related to Comm. with its relation to CM No. Studies Results 19 Lewis (2016) PIOs will gain an invaluable public relations tool by which to address the media and public in crisis situations. 20 Lok and Powell (2000) Government’s major error in Belgian crisis was that it did not promptly go public with the knowledge of the crisis, resulting in accusations of a self-serving coverup. 21 Bowman et al. (2007) Concluded that mobile communications and other systems are essential for organizing and executing emergency management and crisis response. 22 Coombs (2007) Confirmed that the public relations practitioners are an integral part of crisis management teams. 23 Seeck et al. (2008) Found that there were problems with all three phases of crisis management; crisis preparation, crisis response and post-crisis activities. 24 Bowman (2008) Described only the requirements for mobile communications for emergency management. 25 Lucas et al. (2015) Focused on how the various university officials handled the communication efforts in the weeks leading up to the grand jury decision. 26 Williams (1983) Examined the various ways in which command, control and communication systems, or C3, may contribute to this process. 27 Dolphin and Fan (2000) Found that internal publics, financial PR, and opinion formers are viewed as the three most important audiences. 28 Fearn-Banks and Hooper (2006) Crisis communication found itself a home in the profession of public relations and includes campaigns for crisis prevention and preparation. 29 Shaia and Gonzenbach (2007) Spiral of silence theory was considerable potential with regard to explaining and predicting how individuals communicate in such settings, as well the role silence plays in an organizational context was a primary focus. 30 Mendonça and Bouwman (2008) There are significant gaps in scientific understanding concerning how ICT should be designed, used and evaluated. (Continued) Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 14 of 45 PANEL A: Studies related to Comm. with its relation to CM No. Studies Results 31 Carlsen and Liburd (2008) Focuses on the need to develop a comprehensive research agenda for crisis management and market recovery in tourism. 32 Ţigănuş (2011) Planning and implementation process are extremely complex especially, in the context of the new security environment and requires national participation and adaptation of the national and institutional development programs in the CIS field. 33 Gryzunova (2013) Crises require participative model, and the author substantiates traditional model of crisis communications and information management for solving conflict crises. 34 Seba et al. (2019) Studied the disaster management security needs and provided a security analysis of theses architectures and open issues to be tackled. 35 Jonker (2019) There are gaps or anomalies between recommendations in scholarly literature that related to crisis communication management, and practitioner recounts of practice. 36 Lukaszewski (1999) Studied the dimensions of a crisis, let the executives clearly recognized on the crisis, as well help the public relations counselor provide truly meaningful, and strategic advice. PANEL B: Table 5. Studies related to social media with its relation to CM No. Studies Results 1 Civelek et al. (2016) Web has an influence on consumer behavior, and it is more flexible and sensitive communication. 2 Watson and Rodrigues (2017) There are many inherent privacyrelated challenges which may result in harm to individuals and society, lose the reputation and trust of institutions. 3 Maal and Wilson-North (2019) ‘Do’s’ and ‘don’ts’ are useful and can help crisis managers during attempting to use social media as a tool of crisis communication. 4 Li et al. (2019) Apology after-crisis has a positive effect on the user attitude toward the firm, whereas the positive effect of the reputation of the firm becomes weaker. 5 Lachlan et al. (2016) There is a growing knowledge concerning the use of Twitter during crises. (Continued) Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 15 of 45 Table 5. (Continued) PANEL A: Studies related to Comm. with its relation to CM No. Studies Results 6 Zhu et al. (2017) Social media strategies of crisis response should be on cultural insiders’ assessment of attribution of blame; perception and use response e.g., the apologies; and determine the role of influential social media users. 7 Harrison and Johnson (2019) Organizational factors, policies, and federal legislation in Canada present barriers to crisis crowdsourcing adoption within various government levels. 8 Hornmoen and Måseide (2018) There is a significant effect of social media and its strengths and weaknesses in CM. 9 Alexander (2014) The widespread use of social media globally heralds a new age in which it is imperative that emergency managers adapt their working practices to the challenge and potential of this development. 10 Bunker et al. (2019) Developed approaches and methods for analysing social media data to assure of social cohesion during crisis. 11 Stern (2017) The use of a variety of modalities as well as digital and non-digital means may have their place in crisis communication strategies. 12 Andrews et al. (2017) The risks and challenges of using social media and unregulated material cannot be ignored 13 Felka et al. (2018) Matching event-related usergenerated content leads to improvements of the estimations. 14 Reuter et al. (2018) Social media was a cause of achievements from a human– computer interaction through evaluation and analyzing crisis informatics research in studies of social media using in emergencies, etc. 15 Haataja et al. (2016) The lack of knowledge and the inflexible and old-fashioned organizational culture were the main barriers for not utilizing social media. etc. 16 Jin et al. (2014) Social-mediated crisis communication model affects publics’ preferred information. 17 White (2011) Provided a set of guidelines and safe practices for using social media effectively during crisis by using leveraging web 2.0 technologies. (Continued) Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 16 of 45 PANEL A: Studies related to Comm. with its relation to CM No. Studies Results 18 Hiltz et al. (2011) The convergence of social media, information and communication technologies, and internet to enhance ability to collaborate over great distance for crisis management both synchronously and asynchronously. 19 Sigala (2011) Discussed the practical and research implications of social media in CM. 20 Zielinski et al. (2013) Developed the TweetComp1 application model, by description the trustworthiness analysis, geoparsing, and multilingual tweet classification in the context of how they could be used for monitoring crises. 21 Stieglitz et al. (2018) There are opportunities for the continuous collaboration of both information systems research and emergency management agencies, through using social media data. 22 Bunker et al. (2013) Concluded that the ideas of autopoiesis may assist to better understand the appropriate blending of open social media and closed commercial systems for social sustainability during a crisis. 23 Flew et al. (2014) Social media made a value for disaster and emergency management authorities with wider population during period of crisis. 24 Liu et al. (2019) Found that the PSPO model is suitable for identifying populations that are at risk of suicide. 25 Kotsiopoulos (2014) There is a role of social media during crises, due the conjunction and interaction among societal dynamics, officials and responders and public. 26 Wybo et al. (2015) There is ability to use social media during emergencies and crises in order to support fighting against cybercrime. 27 Apuke and Tunca (2018) Social media could be catalysed a crisis through rumors or just to show the fact. 28 Chaturvedi et al. (2015) Social media tools have the capability of diffusing the information more than perspective of the sources and the available functionalities. (Continued) Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 17 of 45 compound the crisis and prolong its resolution. Then, efficient communication is a major challenge for emergency responders during CM (Netten & van Someren, 2011). It is clear that Comm. & SM may reduce uncertainty, threat, and help to resolve a crisis, as well as contribute to rumors and confusion, which increase the influence of crisis. Following is (Table 5) that shows studies related to Comm. & social media (SM) with their relation to CM: 4.2.4. The role of knowledge management (KM) on CM There are 38 studies that discuss KM with its relation to CM, which has 2109 citations during the period from 2001 to 2020. The studies show that KM has a role in CM, which contributed to Table 5. (Continued) PANEL A: Studies related to Comm. with its relation to CM No. Studies Results 29 Temnikova et al. (2014) The collecting a crisis management terminological resource for social media reflecting the language used in Twitter based on the a novel importanceand actionabilitybased classification of terms. 30 Kreiner and Neubauer (2012) Social media platforms are heavily used in emergency events, these require advanced text and data mining techniques in order to support crisis mangers. Table 6. Studies of KM and CM No. Studies Results 1 Moffett et al. (2003) Strong relationship exists between KM and both organizational culture and internal technical culture. 2 Raman et al. (2006) To support emergency preparedness activities, fit between task and technology, a knowledge sharing culture between entities should be involved. 3 Elsubbaugh et al. (2004) Suggested a model for the preparation of CM, depend on research in US or Western business, and Egyptian industry until the 1990s. 4 Wang and Belardo (2005) KM contributed to designing policies that can lead to better CM. 5 Cania and Korsita (2015) KM in the organization enables to identify the critical information of a crisis managing a crisis to achieve organization’s goals and become competitive. 6 Shaw et al. (2007) KM is essential to recognize the importance of the people, their knowledge to the organization, as well as to build strategic planning and communication. (Continued) Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 18 of 45 No. Studies Results 7 Wang (2009) KM plays an important role in CM, there is a need for the application of different KM strategies at different phases of a business crisis. 8 Kyobe (2010) The lack of KM and sharing is one main contributor to the crises in IS. 9 Blackman et al. (2011) Addressed synthesizing KM and tourism CM literature, to outline the potential role of DMOs in KM across boundaries during crises. 10 Yates and Paquette (2011) The US employed social media technologies, as the first time, such as wikis and collaborative workspaces as the main knowledge sharing mechanisms. 11 Awamleh and Razoqi (2009) There is a correlation and effect of KM on CM at a rate of 41% in Jordanian government departments. 12 Al-Qatawneh (2012) There is an impact of CM system on the organizational climate in Jordanian commercial banks, and the recovery and learning from crisis were affected more than preparedness and prevention for crises. 13 Ndlela (2012) The horizontal relationship between organizations is vital in CM at the local level. 14 Şuşnea (2013) As a tool of KM, each person must be encouraged and trained to make a creative decision. 15 Al-Sahli (2014) KNG interested in the human element, commitment to the policies and procedures of work in KNG. 16 Li and Wang (2009) Analyzed the knowledge required for model architecture which put on knowledge resources, management process, and organizing layers, to provide a new management mechanism for enterprise in dealing with crisis effectively. 17 Jia et al. (2012) Suggested a framework of knowledge management systems for tourism CM, which contains knowledge (extractor, server, and manager). 18 Hosseini et al. (2014) The overall status of KM regarding Eiral model through six categories (systemic, way mapping, processing, economical, organizational, and locational), was under the average mean index. (Continued) Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 19 of 45 Table 6. (Continued) No. Studies Results 19 Bénaben et al. (2016) Discussed a meta-model for knowledge management in CM through studied characteristics of the crisis, context, actors involved, etc. 20 Taleghani et al. (2019) KM system has an impact on CM for Leveraging Public Affair, in Iran. 21 Thongpracum and Silpjaru (2020) KM has an influence on policy, innovation, technology, and resource management and accordingly on CM. 22 Rousseaux and Lhoste (2008) Presented the use of collectionbased knowledge representation to improve geopolitical risks and CM system. 23 Racherla and Hu (2009) Cooperative KM systems can improve preparedness for confronting crises in hospitality management and industrial tourism, and also results in stimulating planning for strong crises through active preparation, training, and exercises. 24 Rezaei et al. (2013) Organizational culture affected knowledge sharing especially, the control and agility in CM. 25 Alkandari and Al-Lozi (2017) Illustrated previous studies and they found there is a role of KM on organizational CM. 26 De Groeve (2020) Feedback between scientific developments and their application; providing right information in a timely manner; communication with maps; trust and trustworthiness between practitioners and decision-makers; and networking and partnerships are important for knowledgebased crisis and emergency management 27 Bandrova et al. (2010) Cartographers should use the students’ ideas in map design. 28 Laugé et al. (2012) Presented Group Model Building collaborative methodology and its use on a crisis management. 29 Olaniran and Scholl (2020) Discussed the CCC’s role in transferring new knowledge from research into resources and best practices, and the importance of assessing their impact on how communities prepare for crisis. 30 Campanella et al. (2019) Concluded that Nonaka and Takeushi’s spiral of knowledge has a positive influence on value creation in the banking system. 31 Ji et al. (2007) Organizational learning and the supply of knowledge are the important factors in success. (Continued) Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 20 of 45 design policies that lead to better CM, achieve goals, and become competitive. Further, considering the learning and experience which learning initiatives, sharing, facilitate knowledge acquisition, and institutionalization. In addition, the models proposed by some researchers illustrated how the KM might influence and contribute to CM. (Table 6) shows the findings of these studies. 4.2.5. The role of governance (Gov.) on CM Different studies have been conducted in the area of corporate overnance (e.g., Almaqtari, Hashed et al., 2020; Almaqtari, Shamim et al., 2020; Al Maqtari et al., 2020) however, few studies the relationship between crisis management and corporate governance. Prior research shows that governance plays a crucial role in CM. Surveying prior studies in this respect, it is found that 24 studies discuss governance with its relation to CM with 1738 citations during the period of 2001–2020. (Table 7) illustrates these studies. The majority of the surveyed studies advocate the role of corporate governance in crisis management. Al-Kholy (2009) indicate that there is a need to apply governance, promoting transparency, responsibility, and promoting the integrity of financial markets. 4.2.6. The role of leadership (Lead.) on CM This section discusses the role of leadership on CM. 40 research studies have been found during the period from 1986 to 2020 that outlines the relationship between leadership and CM with 2315 citations. The majority of the surveyed studies agree on the role of different leadership styles in No. Studies Results 32 Jin and Hui-li (2009) Discussed the significance of flow management and risk under the impact of the financial crisis, as well as how enterprises timely adjust and improve the turnover management of knowledge-type staff. 33 Ningbo (2013) Proposed a knowledge management model with a knowledge base as the core and oriented to crisis early warning. 34 Fodor and Poór (2009) Comprehensive, strategic-level management of knowledge leads to faster growth and to recovery. 35 Ponis and Koronis (2012) Proposed methodological approach is applied in a knowledge-intensive Greek small and medium enterprise from the pharmaceutical industry. 36 Lennon and Maurer (2001) KM has a big role to play in crisis situations. 37 Pourbabaei et al. (2015) Creating and transferring knowledge play a significant role in CM. 38 Kamruzzaman (2020) Preparing for all threats is virtually impossible, but facing the challenge, should encourage organizations to participate in common platforms of knowledge by contributing best practice experiences and to share distributed knowledge for better crisis preparedness and responses. Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 21 of 45 Table 7. Studies related to corporate governance and CM No. Studies Results 1 Abdul-Qadir (2008) The causes of the Asian financial crises are the lack of transparency and disclosure and the weakness of the systems of supervision and supervision. 2 Makhlouf (2009) Business organizations that apply corporate governance can avoid financial crises. 3 Al-Kholy (2009) There is a need to apply governance, promoting transparency, responsibility, and promoting the integrity of financial markets. 4 Gevurtz (2010) There is a relationship between risk prevention and weakness in the state’s corporate law, weakness in the bank’s laws and regulations 5 Chen (2014) Board and executives’ remunerations, the board power, transparency of information, related parties affect the company’s operational performance. 6 Berger et al. (2016) Financial failure is greatly influenced by the ownership structure of the bank. 7 Omry (2017) There is a weakness of supervision accordingly, banking governance is necessary to avoid collapses and financial crises. 8 Demiroz (2017) Governance has important implications for CM. 9 Al-Alwani (2019) There are obstacles limited the effectiveness of governance and its role in financial crises in banks. 10 Finell (2002) Restoring and rebuilding the rule of law, functioning judiciary and law enforcement structures, are essential for the future of a postconflict society. 11 Narayanan (2012) Addressed how China has taken a place of the processes driving global governance, tackling a host of trans-sovereign problems, and create a stable and responsive political order. 12 Larsson (2017) Meta-governance may be weak due to competing rationality and combining different types of governance (sovereignty, markets, or network management). 13 Omodan et al. (2018) Collaborative governance was moderate in CM, and there is a relationship between collaborative governance and CM. (Continued) Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 22 of 45 crisis management. Alkhawlani (2016) indicates that transformational, transactional, and charismatic leadership styles have a significant positive impact on CM. In the same context, AbuRumman (2016) states that the practice of transformational leadership affects preparedness for CM. Further, Hasan and Rjoub (2017) advocate that charismatic leadership was strict in recent decades and that the growth tactics of companies usually require modification during times of crisis. Following is (Table 8), which provides the results of these studies: No. Studies Results 14 Oord et al. (2020) Public policy planners and practitioners engage in CM and revisit current design and governance of organizational networks that have been hit by the Covid-19. 15 Aebi et al. (2012) Banks in which the chief risk officer directly reports to the board, exhibit significantly higher stock returns and ROE during the crisis. 16 Bhatta (2001) Corporate governance has obvious utility helps to improve public sector management. 17 Angelis (2017) Proposed ad model of democratic governance for the economic and monetary union in Europe, in order to understand what is necessary and enquire into the conditions of fairness that might allow for legitimate crisis management. 18 Pirson and Turnbull (2011) Board access and ability to process the risk-related information are some reasons for boards failing to manage risk well during financial crisis 19 Christensen et al. (2016) There is no optimal formula for harmonizing competing interests, tensions for overcoming uncertainty, and ambiguous government structures. 20 Das and Quintyn (2002) Regulators still have a long way to apply of practicing good governance. 21 Bonet and Donato (2011) Financial crisis could be a great opportunity for a structural change of the cultural sector in Europe. 22 Stanton (2012) Critical difference between successful and unsuccessful firms is a culture that encourages respectful challenge “constructive dialogue”. 23 Faghfouri (2012) Non-family businesses are more likely to prepare for crisis when compared to family businesses. 24 Brown (2014) There are useful lessons to be drawn from international comparative experience that can benefit planning and response capabilities for crisis both within countries and internationally. Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 23 of 45 Table 11. Country-wise studies Country IT SP Comm. SM KM Gov. Lead. Prof. Total % USA No. 2 4 16 9 6 6 13 1 57 25.56% Cit. 84 303 1386 984 1250 554 1949 118 6628 59.13% UK No. 7 2 3 6 3 0 2 4 27 12.11% Cit. 86 229 285 430 519 150 25 1724 15.38% Europe Nether lands No. 1 2 1 1 52.24% Cit. 5 70 18 12 105 0.94% Norway No. 1 1 1 1 41.79% Cit. 0 6 141 75 222 1.98% Greece No. 1 1 1 31.35% Cit. 9 26 1 36 0.32% Italy No. 2 1 31.35% Cit. 11 0 11 0.10% Portugal No. 1 10.45% Cit. 3 30.03% Belgium No. 1 1 20.90% Cit. 0 0 0 Sweden No. 1 1 1 31.35% Cit. 15 9 1 25 0.22% Finland No. 3 1 41.79% Cit. 109 0 109 0.97% Switzer land No. 1 10.45% Cit. 894 894 7.98% New Zealand No. 1 1 20.90% Cit. 11 11 0.10% (Continued) Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 30 of 45 Table 11. (Continued) Country IT SP Comm. SM KM Gov. Lead. Prof. Total % Spain No. 1 1 1 31.35% Cit. 321 1 68 390 3.48% Germany No. 2 1 1 41.79% Cit. 21 4 0 25 0.22% Romania No. 1 1 20.90% Cit. 1 4 50.04% France No. 1 10.45% Cit. 39 39 0.35% Bulgaria No. 1 10.45% Cit. 3 30.03% Hungary No. 1 10.45% Cit. 22 22 0.20% Cyprus No. 1 10.45% Cit. 7 70.06% Serbia No. 1 10.45% Cit. 0 0 Denmark No. 1 10.45% Cit. 9 90.08% Poland No. 1 10.45% Cit. 5 50.04% Sub Total No. 2 2 8 5 11 9 5 2 44 Cit. 10 9 516 37 112 1130 95 12 1921 Canada No. 1 2 2 1 1 1 83.59% Cit. 4 38 25 4 28 4 103 0.92% MENA (Continued) Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 31 of 45 Table 11. (Continued) Country IT SP Comm. SM KM Gov. Lead. Prof. Total % Turkey No. 1 2 31.35% Cit. 16 43 59 0.53% Iran No. 1 2 4 1 83.59% Cit. 35 5 13 0 53 0.47% Jordan No. 2 3 3 2 10 4.48% Cit. 0 2 27 4 33 0.29% Algeria No. 1 1 3 4 94.04% Cit. 0 15 0 0 15 0.13% Qatar No. 1 1 1 31.35% Cit. 0 4 1 50.04% Iraq No. 3 2 52.24% Cit. 4 0 40.04% Yemen No. 1 1 20.90% Cit. 0 0 0 EAU No. 1 10.45% Cit. 0 0 Lebanon No. 1 10.45% Cit. 0 0 KSA No. 1 1 20.90% Cit. 0 0 0 Kuwait No. 1 10.45% Cit. 0 0 Palestine No. 2 1 31.35% Cit. 0 0 0 (Continued) Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 32 of 45 Table 11. (Continued) Country IT SP Comm. SM KM Gov. Lead. Prof. Total % Morocco No. 1 10.45% Cit. 1 10.01% Egypt No. 1 10.45% Cit. 0 0 Sub Total No. 8 7 1 2 8 5 12 7 50 Cit. 36 7 15 20 40 0 52 0 170 Pacific & East Asia China No. 2 1 6 1 1 11 4.93% Cit. 8 61 75 1 1 146 1.30% Thailand No. 1 1 20.90% Cit. 0 7 70.06% Indonesia No. 1 10.45% Cit. 22 22 0.20% Taiwan No. 1 1 20.90% Cit. 54 45 99 0.88% Australia No. 1 3 1 52.24% Cit. 79 106 40 225 2.01% Singapore No. 1 1 20.90% Cit. 68 36 104 0.93% Sub Total No. 1 0 4 4 9 2 3 0 23 Cit. 68 0 123 167 169 46 30 0 603 Africa Uganda No. 1 10.45% Cit. 0 0 (Continued) Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 33 of 45 Table 11. (Continued) Country IT SP Comm. SM KM Gov. Lead. Prof. Total % South Africa No. 1 1 1 1 41.79% Cit. 0 19 4 1 24 0.21% Nigeria No. 1 1 20.90% Cit. 0 5 50.04% Sub Total No. 0 1 1 1 1 1 2 0 7 Cit. 0 0 0 5 19 4 1 0 29 India No. 2 1 1 41.79% Cit. 13 5 4 22 0.20% Russia No. 1 1 20.90% Cit. 3 1 40.04% Brazil No. 1 10.45% Cit. 6 60.05% Total No. 23 16 36 30 38 24 40 16 223 Cit. 301 548 2366 1673 2109 1738 2315 160 11,210 Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 34 of 45 The extracted articles are categorized into 8 factors and areas based on their effect on CM; these factors are Comm., SM, Lead., KM, Gov., SP, IT, and Prof. The retrieved articles comprised 111 articles from Google Scholar and 112 from Harzing which also have been checked to make sure that all studies were from reputed publishers. The extracted articles were distributed among 8 important factors that affect CM; Comm. & SM, which have 66 studies with 4039 citations, Lead. which has 40 articles with 2315 citations, followed by KM, Gov. IT, SP and Prof., which have 38, 24, 23, 16, 16 manuscripts, respectively, with 2109, 1738, 301, 548, and 160 citations, respectively. The majority of the studies conducted were observed in the case of the USA (57 studies; 25.56% with 6628 citations;59.13%) and UK & Europe (71 studies; 31.84% with 3645 citations; 32,52%). 57 articles that have been conducted in the USA, followed by 27 studies that have been conducted in the UK (12.11%), and 11 studies were found in the case of China (4.93%). Despite of the existence of several studies that investigate different issues related to CM, the current study is the first comprehensive review of CM that offers a navigation window into the existing research related to CM. The current study offers multiple opportunities and implications to researchers and practitioners by highlighting the focus of CM studies making a novel contribution to the strand literature of CM. The present study highlighted the areas of crisis management studied by prior research. The findings of the study mag guide future researchers in this regard. However, the study is limited to SLR. Meta-analysis could be conducted; however, the fragmentation among the surveyed studies made it difficult to conduct meta-analysis research in this issue. Future research is recommended to bring more insights and focus into a different area that is related to CM such as big data, IT-related issues, IT governance, accounting information system AIS, internal control procedures of AIS, internal control by using COSO framework, and cybersecurity. Another possible stream for future research is focusing on the factors that affect CM in developing countries. Further, future research could conduct a systematic or semi systematic review taking into consideration the methodology used by the surveyed studies. Several factors that could be taken by future research such as; quantitative, qualitative, or mixed, the research instrument, the time period of secondary data, and the statistical tools used for estimating the results. Funding The authors received no direct funding for this research. Author details Yahya Maresh H. Hazaa 1 ORCID ID: http://orcid.org/0000-0001-9614-8410 Faozi A. Almaqtari 2 E-mail: [email protected] ORCID ID: http://orcid.org/0000-0002-5625-3643 Abdullah Al-Swidi 3 ORCID ID: http://orcid.org/0000-0002-1718-0269 1 Commerce Department, College of Management and Commerce, Dr. Babasaheb Marthoda Ambdaker University. 2 Department of Accounting, Hodeidah University, Hodeidah, Yemen. 3 College of Business and Economics, Qatar University, Doha, Qatar. Citation information Cite this article as: Factors Influencing Crisis Management: A systematic review and synthesis for future research, Yahya Maresh H. Hazaa, Faozi A. Almaqtari & Abdullah AlSwidi, Cogent Business & Management (2021), 8: 1878979. References Abdullrazak, S. H., & Alyamani, A. A. (2019). The characteristics of innovative leadership and it’s role in stages of crisis management survey study in the (undp) in iraq construction sector. Tikrit Journal of Administration and Economics Sciences, 15(47 Part 1), 290–309. https://www.iasj.net/iasj/article/173036 Abdul-Qadir, B. (2008). The role of banking system governance in reducing financial and banking crises. Master dissertation. Hassiba Bin Bou Ali University. Abu-Omar, H. A. M. (2009). The effectiveness of computerized Management information systems and their impact on crises management, applied study on the banking sector in Palestine. Master dissertation, Islamic University– Gaza. Abu-Rumman, S. B. (2016). The impact of transformational leadership in preparedness to CM. Jordan Journal of Business Administration, 407(3971), 1–17. https://journals.ju.edu.jo/JJBA/article/view/14318 Abu-Zaid, H. F. T. (2015, Ain Shams University, 1st issue). Towards a model for linking organizations risks management and internal control systems to activate strategic direction knowledgeably mothed. Scientific Journal of Economics and Commerce, 2015 (1), 1–30. Aebi, V., Sabato, G., & Schmid, M. (2012). Risk management, corporate governance, and bank performance in the financial crisis. Journal of Banking & Finance, 36(12), 3213–3226. https://doi.org/10.1016/j.jbankfin. 2011.10.020 Afani, K., & Khalkani, P. (2018). Investigating the impact of freedom-thinking leadership on crisis management with emphasis on staff training and improvement (case study: Red Crescent Society of West Azarbaijan province). Scientific Journal of Rescue and Relief. 10 (2-38), 101-114. https://www.sid.ir/en/journal/ ViewPaper.aspx?ID=668200 Ahmad, S., & Omar, R. (2016). Basic corporate governance models: A systematic review. International Journal of Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 35 of 45 Law and Management, 58(1), 73–107. https://doi.org/ http://dx.doi.org/10.1108/IJLMA-10-2014-0057 Ajami, S., & Fattahi, M. (2009). The role of earthquake information management systems (EIMSs) in reducing destruction: A comparative study of Japan, Turkey and Iran. Disaster Prevention and Management, 18(2), 150–161. https://doi.org/10. 1108/09653560910953225 Al Maqtari, F. A., Farhan, N. H., Al-Hattami, H. M., & Khalid, A. S. (2020). Impact of country-level corporate governance on entrepreneurial conditions. Cogent Business & Management, 7(1), 1797261. https://doi.org/10.1080/23311975.2020. 1797261 Al Remeithi, A. A. A. (2010). Leadership during Crisis Management (Doctoral dissertation, The British University in Dubai). Al Thani, F. B. H., & Obeidat, A. M. (2020). The impact of strategic leadership on crisis management. International Journal of Asian Social Science, 10(6), 307–326. https://doi.org/10.18488/journal.1.2020. 106.307.326 Al-Ajlouni, M. M. (2009). Crisis management in the banking sector in the northern region. Journal of Baghdad College of Economic Sciences, 20-b(20), 191–218. https://www.iasj.net/iasj/article/72869 Al-Alwani, H. A. S. (2019). The role of governance in reducing financial crises, an applied study on banks in the republic of Yemen. Master dissertation. Naif Arab university for security sciences. Al-Ammar, A. S. (2002). The role of information technology and systems in crisis and disaster management. Master dissertation. Naif Arab Academy for Security Sciences. Al-Aqoon, N. (2013). Economic globalization and financial crises: Prevention and treatment, A study of the mortgage crisis in the United States of America. Ph.D thesis. University of Haj Lakhdar. Al-Awamleh, H. 2009. The impact of knowledge management on crisis management in jordanian government departments. The Journal of Specific Education Research, 22(13), 94–113. https://journals. ekb.eg/article_141575_48cf4a72d7f82d14b1feb62446c6dc06.pdf Al-Azawi, N. (2009, November). The impact of strategic planning on crisis management. The 7th International Scientific Conference, 3-5 November 2009. Zarqa Private University, Jordan. Alexander, D. E. (2014). Social media in disaster risk reduction and crisis management. Science and Engineering Ethics, 20(3), 717–733. https://doi.org/10. 1007/s11948-013-9502-z Alfonso, G. H., & Suzanne, S. (2008). Crisis communications management on the web: How internet-based technologies are changing the way public relations professionals handle business crises. Journal of Contingencies and Crisis Management, 16(3), 143–153. https://doi.org/10.1111/j.1468-5973.2008. 00543.x Alkandari, A., & Al-Lozi, M. (2017). Knowledge management and its role on organizational crisis management: A literature review. Journal of Social Sciences (COES&RJ-JSS), 6(4), 833–850. https://doi.org/10. 25255/jss.2017.6.4.833.850 Al-Khashali, J. S., & Al-Qutob, M. A. (2007). Effectiveness of management information systems and their impact on crisis management: Field study on jordanian industrial companies. Jordanian Business Administration Journal, 3 (N 1), 24–45. https://journals.ju.edu.jo/JJBA/article/download/1349/1340 Alkhawlani, M. A. S. (2016). The impact of the leadership styles on crisis management: A study at Yemen private and public institutions. Master dissertation, Utara University. Al-Kholy, H. (2009). The impact of the financial crisis on the banking sector. Paper presented to the scientific meeting “Implications of the global financial crisis and the impact of trade regimes on its containment”, September 2009, International Islamic Authority for Economics and Finance, World Muslim League. Saudi Arabia (KSA). Al-Khrabsheh, A. A. (2018). Impact of strategic planning on crisis management in the profit and non-profit sector in Jordan. Academy of Strategic Management Journal, 17(5), 1–12. https://www.abacademies.org/ articles/impact-of-strategic-planning-on-crisis-management-in-the-profit-and-nonprofit-sector-in-jordan-7566.html Al-Khudhairi, M. A. (2003). Crisis management, an administrative economic approach to resolving crises at the level of national economy and economic unity (2nd ed.). Madbouly Library. Al-Kubaisi, A. A. (2010). International accounting standards IASs and responsibility for current global financial crisis. Al-Anbar University Journal of Economic and Administration Sciences, 2 (3), 1–26. Iraq. https://www.iasj.net/iasj/issue/792 Al-Manasir and Al-Ksasiba (2009): The global financial crisis, its reality, causes, consequences and remedies. Proceedings of 7th international conference on the implications of the global economic crisis on business organizations “Challenges-Opportunities-Prospects” (10-11 November), Faculty of Economics and managerial Sciences, Zarqa Private University, Jordan.144. http://boulemkahel.yolasite.com/resources Almaqtari, F. A., Al-Hattami, H. M., Al-Nuzaili, K. M., & AlBukhrani, M. A. (2020). Corporate governance in India: A systematic review and synthesis for future research. Cogent Business & Management, 7(1), 1803579. https://doi.org/10.1080/23311975.2020. 1803579 Almaqtari, F. A., Hashed, A. A., Shamim, M., & Al-ahdal, W. M. (2020). Impact of corporate governance mechanisms on financial reporting quality: A study of Indian GAAP and Indian Accounting Standards. Problems and Perspectives in Management, 18(4), 1.- 13. https://doi.org/10.21511/ppm.18(4).2020.01 Almaqtari, F. A., Shamim, M., Al-Hattami, H. M., & Aqlan, S. A. (2020). Corporate governance in India and some selected Gulf countries. International Journal of Managerial and Financial Accounting, 12 (2), 165–185. https://doi.org/10.1504/IJMFA.2020. 109135 Al-Marri, H. M. H. (2014). Strategic planning and its role in crisis management. Ph.D thesis, Sudan University of Science and Technology. Al-Qatawneh, A. (2012). The impact of crisis management system on the organizational climate in jordanian commercial banks: A field study from the managers point of view. The Jordanian Journal of Business Administration, 8(2) Al-Sahli, M. (2014). The effectiveness of organizational culture in security crisis management: An applied study at the national guard in Kuwait. Naif Arab University for Security Sciences, College of Criminal Justice, Department of Security Studies. Al-Suqri, M. N., Al-Kindi, S. S., & Al-Sarmi, A. H. (2010). The role of information professionals in global economic crisis. Information, Society and Justice Journal, 3(1), 51–57. http://repository.londonmet.ac.uk/90/ Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 36 of 45 Al-Zwyalif, I. M. (2009). The role of strategic analysis to dimension the institutional control environment in the organization’s continuity and avoid financial crises. Baghdad College Journal of University Economic Sciences, 1(20), 109–141. https://www.iasj. net/iasj/issue/3182 Andrews, S., Day, T., Domdouzis, K., Hirsch, L., Lefticaru, R., & Orphanides, C. (2017). Analyzing crowd-sourced information and social media for crisis management. In Akhgar B., Staniforth A., Waddington D. (eds) Application of Social Media in Crisis Management. Transactions on Computational Science and Computational Intelligence. Springer, Cham. https:// doi.org/10.1007/978-3-319-52419-1_6 Angelis, G. D. (2017). Political legitimacy and crisis management in the economic and monetary union: A model of democratic governance. European Politics and Society, 18(3), 363–381. https://doi.org/10.1080/ 23745118.2016.1229388 Appelbaum, S. H., Keller, S., Alvarez, H., & Bédard, C. (2012). Organizational crisis: Lessons from Lehman Brothers and Paulson & Company. International Journal of Commerce and Management, 22(4), 286–305. https://doi.org/10.1108/ 10569211211284494 Apuke, O. D., & Tunca, E. A. (2018). Social media and crisis management: A review and analysis of existing studies. LAÜ Sosyal Bilimler Dergisi, 9(2), 199–215. https://dergipark.org.tr/en/pub/euljss/issue/42553/ 512874 Azadehdel, R., Ahmadi, K. D., Azadehdel, M., & Enami, N. (2012). Effective model based on the role of leadership structure and information system in the field of crisis management. African Journal of Business Management, 6(5), 1967–1983. https://doi.org/10. 5897/AJBM11.2337 Azila-gbettor, E. M., Honyenuga, B. Q., Berent-braun, M. M., & Kil, A. (2018). Structural aspects of corporate governance and family firm performance: A systematic review governance. Journal of Family Business Management, 8(3), 306–330. https://doi.org/ 10.1108/JFBM-12-2017-0045 Bandrova, T., Konecny, M., & Rusnakova, M. (2010). Research of students’ cartographical knowledge in early warning and crisis management. In Konecny M., Zlatanova S., Bandrova T. (eds) Geographic Information and Cartography for Risk and Crisis Management. Lecture Notes in Geoinformation and Cartography. Springer, Berlin, Heidelberg. https://doi. org/10.1007/978-3-642-03442-8_25 Barbe, D., & Pennington-Gray, L. (2018). Using situational crisis communication theory to understand Orlando hotels’ Twitter response to three crises in the summer of 2016. Journal of Hospitality and Tourism Insights, 1(3), 258–275. https://doi.org/10.1108/JHTI02-2018-0009 Bekdash, M. O. (2019). Leadership and decision-making style for airline crisis management in emerging markets. EuroMed Journal of Management, 3(2), 89–108. https://doi.org/10.1504/EMJM.2019.104324 Bénaben, F., Lauras, M., Truptil, S., & Salatgé, N. (2016, January). A metamodel for knowledge management in crisis management. In 2016 49th Hawaii International Conference on System Sciences (HICSS) (pp. 126–135). Koloa, HI, USA: IEEE. Berger, A. N., Imbierowicz, B., & Rauch, C. (2016). The roles of corporate governance in bank failures during the recent financial crisis. Journal of Money, Credit, and Banking, 48(4), 729–770. https://doi.org/10.1111/ jmcb.12316 Bhaduri, R. M. (2019). Leveraging culture and leadership in crisis management. European Journal of Training and Development, 43(5/6), 554–569. https://doi.org/ 10.1108/EJTD-10-2018-0109 Bhatta, G. (2001). Corporate governance and public management in post-crisis Asia. Asian Journal of Public Administration, 23(1), 1–32. https://doi.org/10. 1080/02598272.2001.10800380 Blackman, D., Kennedy, M., & Ritchie, B. (2011). Knowledge management: The missing link in DMO crisis management? Current Issues in Tourism, 14(4), 337–354. https://doi.org/10.1080/13683500.2010. 489637 Boin, A., HART, P. T., McConnell, A., & Preston, T. (2010). Leadership style, crisis response and blame management: The case of Hurricane Katrina. Public Administration, 88(3), 706–723. https://doi.org/10. 1111/j.1467-9299.2010.01836.x Bonet, L., & Donato, F. (2011). The financial crisis and its impact on the current models of governance and management of the cultural sector in Europe. ENCATC Journal of Cultural Management and Policy, 1 (1), 4–11. https://www.nck.pl/upload/attachments/ 302483/journal_of_cultural_management_and_policy.pdf#page=5 Bosena, M. R. (2013, June). The international financial crisis and the basel standard 3. Journal of Economic and Administrative Research, 13(23), pp.127-147. http://revues.univ-biskra.dz/index.php/rem/article/ view/1047 Bouasha, M., & Bouchoucha, H. (2009).The role of the quality of accounting information security in managing the global financial crisis. The 7th International Scientific Conference: Implications of the Global Economic Crisis on Business Organizations, 3-5 November 2009, Faculty of Economics and Administrative Sciences, Zarqa Private University, Jordan. Bowers, M. R., Hall, J. R., & Srinivasan, M. M. (2017). Organizational culture and leadership style: The missing combination for selecting the right leader for effective crisis management. Business Horizons, 60(4), 551–563. https://doi.org/10.1016/j.bushor.2017.04.001 Bowman, M. (2008). Advanced mobile communications for emergency management and crisis response. In Proceedings of The 2008 IAJC-IJME International Conference (pp. 1–10). Music City Sheraton, Nashville, TN, USA. Bowman, M., Graham, J. H., Jr, & Gantt, J. (2007). Robust and affordable mobile communications for emergency management. International Journal of Emergency Management, 4(4), 649–669. https://doi. org/10.1504/IJEM.2007.015735 Brown, D. C. (2014, May). Crisis management in a governance and public administration context: An international perspective. In Canadian Association for Programs in Public Policy and Administration Third Annual Research Conference Kingston. Ontario. [Электронный ресурс]–Режим доступа: http:// cappa.ca/images/resources/DCGBrown. Bukhoriev, S. M. (2018). some aspects of organizing strategic management accounting in crisis management. Accounting. Analysis. Auditing, 5(4), 40-45. https://doi.org/10.26794/2408-9303-2018-5-4-40-45 Bunker, D., Ehnis, C., Seltsikas, P., & Levine, L. (2013, November). Crisis management and social media: Assuring effective information governance for long term social sustainability. In 2013 IEEE International Conference on Technologies for Homeland Security (HST) (pp. 246–251). Waltham, MA, USA: IEEE. Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 37 of 45 Bunker, D., Stieglitz, S., Ehnis, C., & Sleigh, A. (2019, June). Bright ICT: Social media analytics for society and crisis management. In International Working Conference on Transfer and Diffusion of IT (pp. 536–552). Springer, Cham. Burckhardt, O. H. (2012). Leadership and Crisis Management at Continental and Lufthansa: Critical Success Factors for Airline Executives (Doctoral dissertation, University of Phoenix). Burns, K. F. (2012). Assessing and exploring strategic crisis management planning in michigan small businesses (Doctoral dissertation, Lawrence Technological University). Campanella, F., Derhy, A., & Gangi, F. (2019). Knowledge management and value creation in the post-crisis banking system. Journal of Knowledge Management, 23(2), 263–278. https://doi.org/10.1108/JKM-112017-0506 Cania, L., & Korsita, B. (2015). Knowledge management: The key to sustainability of economic crisis. Mediterranean Journal of Social Sciences, 6(1 S1), 548-548. https://doi.org/10.5901/mjss.2015. v6n1s1p548 Carlsen, J. C., & Liburd, J. J. (2008). Developing a research agenda for tourism crisis management, market recovery and communications. Journal of Travel & Tourism Marketing, 23(2–4), 265–276. https://doi.org/ 10.1300/J073v23n02_20 Chaturvedi, A., Simha, A., & Wang, Z. (2015). ICT infrastructure and social media tools usage in disaster/ crisis management. 2015 Regional ITS Conference, Los Angeles 2015. http://hdl.handle.net/10419/ 146314 Chen, I. J. (2014). Financial crisis and the dynamics of corporate governance: Evidence from Taiwan’s listed firms. International Review of Economics & Finance, 32(July), 3–28. https://doi.org/10.1016/j. iref.2014.01.004 Chong, J. K. (2004). Six steps to better crisis management. Journal of Business Strategy, 25(2), 43–46. https://doi. org/10.1108/02756660410525407 Chong, J. K., & Escarraz, D. R. (1998). Anticipating and dealing with financial crisis. Management Decision, 36(10), 637–640. https://doi.org/10.1108/ 00251749810245273 Christensen, P. H. (2017). A post-global financial crisis (GFC) framework for strategic planning, assessment and management decision making for US sustainable commercial real estate. Journal of Property Investment & Finance, 35(6), 589–618. https://doi. org/10.1108/JPIF-11-2016-0085 Christensen, T., Lægreid, P., & Rykkja, L. H. (2016). Organizing for crisis management: Building governance capacity and legitimacy. Public Administration Review, 76(6), 887–897. https://doi.org/10.1111/puar. 12558 Civelek, M. E., Çemberci, M., & Eralp, N. E. (2016). The role of social media in crisis communication and crisis management. International Journal of Research in Business & Social Science, 5(3), 111-120. https:// papers.ssrn.com/sol3/papers.cfm? abstract_id=3338292 Coldwell, D. A. (2017). Ethical leadership in crisis management: The role of university education. In Aida Alvinius (ed.), Contemporary Leadership Challenges, IntechOpen. 131-149. https://doi.org/10.5772/65497 Coletta, D. (2003). Revolution’s end: Information technology and crisis management. Contemporary Security Policy, 24(1), 46–74. https://doi.org/10.1080/ 13523260312331271819 Collin, N. (1995). Information management in crisis: Getting value for money from IT investments by rethinking the management of information and technology. Computer Audit Update, 1995(2), 6–11. https://doi.org/10.1016/0960-2593(95)80003-4 Comfort, L. K. (1993). Integrating information technology into international crisis management and policy. Journal of Contingencies and Crisis Management, 1(1), 15–26. https://doi.org/10.1111/j.1468-5973.1993. tb00003.x Coombs, W. T. (2007). Crisis management and communications. Institute for Public Relations, 4 (5), 6. http://195.130.87.21:8080/dspace/bitstream/123456789/96/1/Crisis%20management% 20and%20communications%20Coombs.pdf Cucari, N. (2019). Qualitative comparative analysis in corporate governance research: A systematic literature review of applications. Corporate Governance: The International Journal of Business in Society, 19(4), 717–734. https://doi.org/10.1108/CG-04-2018-0161 Darbonnens, C. A., & Zurawska, M. (2017). Effective crisis and emergency responses in the multinational corporation. Andersen, T.J. (Ed.). The Responsive Global Organization: New Insights from Global Strategy and International Business, 169–204. https:// doi.org/10.1108/978-1-78714-831-420171007 Das, U. S., & Quintyn, M. (2002). Crisis prevention and crisis management: The role of regulatory governance (No. 2002-2163). International Monetary Fund. David, M. D., & Carignan, M. E. (2017). Crisis communication adaptation strategies in the MM&A train explosion in Lac-Mégantic downtown. Corporate Communications: An International Journal, 22(3), 369–382. https://doi.org/10.1108/CCIJ-02-2016-0022 De Groeve, T. (2020). Knowledge-based crisis and emergency management. Šucha V. & Sienkiewicz M., (Eds), Science for Policy Handbook (pp. 182-194). Elsevier. https://doi.org/10.1016/B978-0-12-8225967.00016-4 De Silva, T., Chikersal, J., Snoad, N., Woodworth, B., Ghaly, C., & Catterall, M. (2005). Panel 2.18: Logistics, information technology (IT), and telecommunications in crisis management. Prehospital and Disaster Medicine, 20(6), 464–467. https://doi.org/10.1017/ S1049023X00003137 Demiroz, F. (2017). Governance in Crisis Management. In: Farazmand A. (eds) Global Encyclopedia of Public Administration, Public Policy, and Governance (pp. 39-89). Springer, Cham https://doi.org/10.1007/9783-319-31816-5_2893-1 Dolphin, R., & Fan, Y. (2000). Corporate communications: audiences, funding and crisis management. In EMAC2000 Conference, Erasmus University Rotterdam published by European Academy of Marketing (pp.1-12), Erasmus University Rotterdam, Rotterdam. http://bura.brunel.ac.uk/handle/2438/1865 Dückers, M. L. (2017). A multilayered psychosocial resilience framework and its implications for communityfocused crisis management. Journal of Contingencies and Crisis Management, 25(3), 182–187. https://doi. org/10.1111/1468-5973.12183 Dückers, M. L., Yzermans, C. J., Jong, W., & Boin, A. (2017). Psychosocial crisis management: The unexplored intersection of crisis leadership and psychosocial support. Risk, Hazards & Crisis in Public Policy, 8(2), 94–112. https://doi.org/10.1002/rhc3.12113 Easton, C. (2016). Analysing the role of privacy impact assessments in technological development for crisis management. Journal of Contingencies and Crisis Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 38 of 45 Management, 25(1), 7–14. https://doi.org/10.1111/ 1468-5973.12140 Elsubbaugh, S., Fildes, R., & Rose, M. B. (2004). Preparation for crisis management: A proposed model and empirical evidence. Journal of Contingencies and Crisis Management, 12(3), 112–127. https://doi.org/ 10.1111/j.0966-0879.2004.00441.x Faghfouri, P. (2012). The role of governance structure in the context of crisis management: An empirical analysis on a German sample of non-family and family businesses. Springer Science & Business Media. Farazmand, A. (2009). Hurricane Katrina, the crisis of leadership, and chaos management: Time for trying the ‘surprise management theory in action’. Public Organization Review, 9(4), 399. https://doi.org/10. 1007/s11115-009-0099-2 Fearn-Banks, K., & Hooper, P. (2006). Introduction: Crisis communications and crisis management. Journal of Promotion Management, 12(3–4), 3–5. https://doi.org/ 10.1300/J057v12n03_02 Felka, P., Sterz, A., Hinz, O., & Freisleben, B. (2018, July). Using social media to estimate the audience sizes of public events for crisis management and emergency care. In International Conference on Smart Health (pp. 77–89). Springer, Cham. Fener, T., & Cevik, T. (2015). Leadership in crisis management: Separation of leadership and executive concepts. Procedia Economics and Finance, 26(2015), 695–701. https://doi.org/10.1016/S2212-5671(15) 00817-5 Finell, P. (2002). Contemporary Challenges for Post-conflict Governance and Civilian Crisis Management. A master dissertation submitted to Abo Akademi Institute for Human Rights, Abo Akademi University, Turkey. https://www.abo.fi/wp-content/uploads/ 2018/03/2002-Finell-Challenges-for-post-conflictgovernance.pdf. Fink, S. (1986). Crisis management: Planning for the inevitable. Amacom. Flew, T., Bruns, A., Burgess, J., Crawford, K., & Shaw, F. (2014). Social media and its impact on crisis communication: Case studies of twitter use in emergency management in Australia and New Zealand. In 2013 ICA Shanghai Regional Conference: Communication and Social Transformation (pp. 1-1). Pullman Shanghai Skyway hotel (15 Dapu Road, Huangpu District, Shanghai 200023) Fodor, P., & Poór, J. (2009). The impact of the economic and financial crisis on HRM and knowledge-management in Hungary and Slovakia-Empirical research. Acta Polytechnica Hungarica, 6(3), 69–91. http://acta.uni-obuda.hu/ Fodor_Poor_19.pdf Fragouli, E., & Ankunda, C. (2016). Leadership, crisis management and business sustainability: A case study. The Business and Management Review, 8(2), 107-127. https://cberuk.com/cdn/conference_proceedings/2019-07-20-12-02-46-PM.pdf Genovese, M. A. (1986). Presidential leadership and crisis management. Presidential Studies Quarterly, 16(2), 300–309. https://www.jstor.org/stable/40574651 Gevurtz, F. A. (2010). The role of corporate law in preventing a financial crisis, reflections on in re citigroup inc. shareholder derivative litigation. Pac. McGeorge Global Bus. & Dev. LJ, 23(2)113. https://heinonline. org/HOL/LandingPage?handle=hein.journals/ tranl23&div=6&id=&page= Ghannam, M. M. (2010). The role of information technology in crisis management belongs to the employees in the operation room of the Palestinain interior ministry, (Master theses) Hebron University. Gruber, D. A., Smerek, R. E., Thomas-Hunt, M. C., & James, E. H. (2015). The real-time power of Twitter: Crisis management and leadership in an age of social media. Business Horizons, 58(2), 163–172. https://doi. org/10.1016/j.bushor.2014.10.006 Gryzunova, E. (2013). Models of governmental crisis communications and information management. Disaster, Conflict and Social Crisis Research Network Newsletter, 51(14), 19–22. https://publications.hse.ru/ en/articles/195998300 Gundel, S. (2005). Towards a new typology of crises. Journal of Contingencies and Crisis Management, 13 (3), 106–115. https://doi.org/10.1111/j.1468-5973. 2005.00465.x Guo, J., Zhang, C., Wu, Y., Li, H., & Liu, Y. (2018). Examining the determinants and outcomes of netizens’ participation behaviors on government social media profiles. Aslib Journal of Information Management, 70(4), 306–325. https://doi.org/10.1108/AJIM-07-20170157 Haataja, M., Laajalahti, A., & Hyvärinen, J. (2016). Expert views on current and future use of social media among crisis and emergency management organizations: Incentives and barriers. Human Technology, 12(2), 135-164. https://jyx.jyu.fi/bitstream/handle/ 123456789/52076/1/haatajalaajalahtihyvarinen.pdf Hanslik, M. K. (2018). The use of charismatic leadership in crisis management in policing. Master dissertation, Texas State University. Harrison, S., & Johnson, P. (2019). Challenges in the adoption of crisis crowdsourcing and social media in Canadian emergency management. Government Information Quarterly, 36(3), 501–509. https://doi. org/10.1016/j.giq.2019.04.002 Harwati, L. N. (2013). Crisis management: Determining specific strategies and leadership style for effective outcomes. Crisis, 2(2), 170–181. http://www.ajmse. leena-luna.co.jp/AJMSEPDFs/Vol.2(2)/AJMSE2013(2.217).pdf Hasan, A., & Rjoub, H. (2017). The role of effective leadership styles in crisis management: A study of Erbil, Iraq. International Journal of Economics, Commerce and Management, 5(4), 107–121. Heath, R. (1995). The Kobe earthquake: Some realities of strategic management of crises and disasters. Disaster Prevention and Management, 4(5), 11–24. https://doi.org/10.1108/09653569510100965 Hiltz, S. R., Diaz, P., & Mark, G. (2011). Introduction: Social media and collaborative systems for crisis management. ACM Transactions on ComputerHuman Interaction, 18(4), 18-23. https://doi.org/10. 1145/2063231.2063232 Hornmoen, H., & Måseide, P. H. (2018). Social media in management of the terror crisis in norway: Experiences and lessons learned. In Hornmoen, H. and Backholm, K. (Ed.) Social Media Use in Crisis and Risk Communication, Emerald Publishing Limited, pp. 85-112. https://doi.org/10.1108/978-1-78756269-120181009 Hosseini, M., Khanke, H., Sanaati, F., Malmier, E., Mohammadazaheri, S., & Payrovi, Z. (2014). Knowledge management status in crisis management regarding eiral model. Journal of Health in Accidents and Disasters, 1(2), 123–127. http://hdq. uswr.ac.ir/article-1-57-fa.html Hübner, K. (2012). German crisis management and leadership—from ignorance to procrastination to action. Asia Europe Journal, 9(2–4), 159–177. https://doi.org/ 10.1007/s10308-012-0313-7 Jaafar, Y. I. (2017). The impact of strategic planning in crisis management: An empirical study on public Hazaa et al., Cogent Business & Management (2021), 8: 1878979 https://doi.org/10.1080/23311975.2021.1878979 Page 39 of 45