The principal aim of Corporate Crisis Recovery: Managing Organizational Deviance, Reputation, and Risk is to complement and expand criminological discourse on the concept of the social license to operate as a means of influencing the behaviour of corporations. In recent years, the wide-spanning consequences of some very public globalized corporate crises – including fiscal and environmental impact, staff retention, and organizational survival – have led to a growing body of research on crisis perception and responsive strategic management. Developments that position corporate crisis recovery as an anticipated requirement of visible compliance to normalized and anticipated standards of ethical practice and business conduct. Utilizing convenience theory to illustrate how corporations, and the individuals therein, are able to lose, repair, and recover the corporate license to operate after corruption and scandal, the book develops to evaluate the responses of the public and criminal justice process to serious reputational damage and substantial breach of trust.
Table des matières
Chapter 1. Introduction.-Chapter 2. Characteristics of the Social License.-Chapter 3. Contravention and Corruption of Social License-Chapter 4.- Repair and Recovery of the Social License.-Chapter 5. Criminal Justice Contributions and Crisis of Client Deviance.- Chapter 6. Evaluating Difference in Crisis Recovery Situations.- Chapter 7. The Eliminating Misconduct Convenience.- Chapter 8. Crisis Recovery by Corporate Investigation.- Chapter 9. The Emergent Role of Normative Social Pressure.- Chapter 10. Conclusion.
A propos de l’auteur
Petter Gottschalk is Professor in the Department of Leadership and Organizational behaviour at BI Norwegian Business School, Norway.
Christopher Hamerton teaches and researches Criminology and Criminal justice in the School of Economic, Social and Political Sciences at the University of Southampton, United Kingdom.
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