Magali Simard and Danielle Laberge
The purpose of this paper is to analyze the development and outbreak of a crisis in a high-priority project within a large organization.
Abstract
Purpose
The purpose of this paper is to analyze the development and outbreak of a crisis in a high-priority project within a large organization.
Design/methodology/approach
Single-case study using extreme case sampling, a type of purposeful sampling, because this case provides rich information on a rare research opportunity: a project crisis that emerged during the fieldwork. Research data are semi-structured interviews, observations, project and organization documentation, logbook, notes and memos.
Findings
The paper shows the relevance of notions from organizational crisis management to an internal crisis in a temporary setting. This allowed a deeper understanding of crisis development. The paper reveals the wealth of meaningful, transparent data that can be collected when a crisis emerges. It highlights the high potential of project crises to reveal parent organizations’ dysfunctions. Indeed, findings suggest that the parent organization’s usual project management practices greatly contributed to the crisis affecting this project, which was unusually large and complex.
Research limitations/implications
The main potential limitation relates to transferability. However, a single-case study is appropriate when it represents a rare phenomenon that is not easily accessible for researchers – a crisis outbreak.
Practical implications
Results can provide insights enabling practitioners to improve their understanding of the ambiguous, stressful situations created by a crisis.
Originality/value
The results show the relevance of notions from organizational crisis management to the development of a project crisis and demonstrate the potentially harmful impact of a parent organization’s “usual” practices, especially on “unusually” large and complex projects.
Details
Keywords
This chapter evaluates the extent to which sustainable principles have been included on the destination recovery plans implemented by British Destination Management Organisations…
Abstract
This chapter evaluates the extent to which sustainable principles have been included on the destination recovery plans implemented by British Destination Management Organisations (DMOs) in response to COVID-19 and their subsequent quarantines during the period 2020–2021. The aim of the chapter is to explore if this pause in activities created by the COVID-19 crisis was used by UK DMOs as an opportunity to develop sustainable destination management plans, or alternatively, led them to prioritise financial income as the key driver in their recovery. The chapter also identifies the goals, motivations, performance indicators and strategies applied by those DMOs which developed post-COVID tourism destination recovery plans, with particular focus on those which have decided to include sustainability elements in their plans. The chapter concludes by developing a set of principles that other DMOs could apply when intending to develop sustainable management plans for their destinations in response to future major operational disruptions.
Details
Keywords
Ming-Ka Chan, Graham Dickson, David A. Keegan, Jamiu O. Busari, Anne Matlow and John Van Aerde
The purpose of this paper was to determine the complementarity between the Canadian Medical Education Directions for Specialists (CanMEDS) physician competency and LEADS…
Abstract
Purpose
The purpose of this paper was to determine the complementarity between the Canadian Medical Education Directions for Specialists (CanMEDS) physician competency and LEADS leadership capability frameworks from three perspectives: epistemological, philosophical and pragmatic. Based on those findings, the authors propose how the frameworks collectively layout pathways of lifelong learning for physician leadership.
Design/methodology/approach
Using a qualitative approach combining critical discourse analysis with a modified Delphi, the authors examined “How complementary the CanMEDS and LEADS frameworks are in guiding physician leadership development and practice” with the following sub-questions: What are the similarities and differences between CanMEDS and LEADS from: An epistemological and philosophical perspective? The perspective of guiding physician leadership training and practice? How can CanMEDS and LEADS guide physician leadership development from medical school to retirement?
Findings
Similarities and differences exist between the two frameworks from philosophical and epistemological perspectives with significant complementarity. Both frameworks are founded on a caring ethos and value physician leadership – CanMEDS (for physicians) and LEADS (physicians as one of many professions) define leadership similarly. The frameworks share beliefs in the function of leadership, embrace a belief in distributed leadership, and although having some philosophical differences, have a shared purpose (preparing for changing health systems). Practically, the frameworks are mutually supportive, addressing leadership action in different contexts and where there is overlap, complement one another in intent and purpose.
Originality/value
To the best of the authors’ knowledge, this is the first paper to map the CanMEDS (physician competency) and LEADS (leadership capabilities) frameworks. By determining the complementarity between the two, synergies can be used to influence physician leadership capacity needed for today and the future.