Citation

Mahon JF, Cochran PL. Ind. Crisis Q. 1991; 5(2): 155-176.

Copyright

(Copyright © 1991, Industrial Crisis Institute - Bucknell University)

DOI

10.1177/108602669100500204

PMID

unavailable

Abstract

The focus of this paper is on the interplay between and among issues and crisis management. These linkages have not been previously explored in any depth. This analysis addresses: (1) the process by which issues become crises and suggests specific criteria to evaluate the potential for an issue to become a crisis ; (2) offers reasons why organizations miss the warning signs of impending crises; and (3) offers examples of recent crises and draws lessons from those experiences.