Crisis Management and Communication Strategies: RUSAL’s Case By Alexander Rozanov, Maria Ivanchenko, Alexandra Baranova, Mikhail Smirnov, Olga Belyaeva, Alexander Barannikov, Mikhail Ilichev, Ludmila Ilicheva, Biyaslan Tambiev, Maria Krotovskaya, Vladimir Chilingaryan, Tatiana Grabovich, Zaru Dulatkyzy, Alla Nikolaeva, Svetlana Ivanova, Kwame Boateng, Mattia Masolletti, Marina Danilina, Dmitry Medvedev and Natalya Ogneva
No company is immune to crisis situations, an affirmation which, despite its triviality, is undeniably true. However, from the early 2014, such statement may have become even more true to Russian corporations, as the annexation of the Crimean Peninsula gave start to rounds of economic sanctions that are still perpetrated today. Such measures, which were initiated in response to the Kremlin’s political maneuvers, have hit a number of Russian companies, and increased the degree of uncertainty in which they have to operate, as they see economic restriction’s impact not only on the business activity tangible factors—i.e., economic rewards, service, and performance—but also on intangible factors—i.e., image and reputation—as well. Crises are integral parts of all world systems, unfortunately. While they are a theoretically well-understood issue, in practice, crises are perceived as a very painful phenomenon. A crisis can be compared to riding a roller coaster. First, as we gain speed and climb up the tracks we are filled with a sense of joy and delight. These feelings are quickly replaced with anticipation, panic, and fear as the roller coaster plunges into the “abyss.”
Part of the book: Public Sector Crisis Management
