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Crisis leadership has become a strong element of crisis management scholarship, yet much of the published research is primarily observational, based on the performance of leaders in crisis situations or prescriptions for preferred behaviour. By contrast, this paper builds on in-depth interviews with CEOs and top executives who provide a rare and remarkably frank view from the executive suite about the current state of crisis management and in particular about the role of corporate leaders in crisis prevention and preparedness. The heavily regulated chemical industry is seen as something of a bellwether for crisis management, and the paper details the perspective from leaders themselves, namely top executives in the chemical and petrochemical industry in Australia, representing some of the world's largest multinational corporations. The paper explores the reasons perceived at the executive level for why top executives often fail to provide the necessary openness, leadership and prioritization to prevent and prepare for organizational crises. Copyright © 2012 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Issue management evolved from environmental scanning and other precursors to help business organizations recognize and respond proactively to an increasing variety of external issues beyond traditional economic and business-competitive challenges. Some early business scholars and practitioner advocates of issue management perceived an important link to strategic planning but their formative vision remains only partly realized in operational practice. This paper considers and compares the two disciplines, including the almost careless use of the word strategic and the need for a more versatile taxonomy. It then explores reasons why the early promise of integration has gone largely unfulfilled, and suggests ways forward to achieve greater alignment. [ABSTRACT FROM PUBLISHER]

The article presents an analysis of using issue and crisis management case studies for the purpose of learning from past struggles. The willingness to view others' mistakes as opportunities to learn is contrasted with the concept of schadenfreude. The value of utilising case studies as a guideline for future communication behavior is discussed, noting that communication practitioners can benefit from their use. The typical limitation of case studies to an academic audience is mentioned. Also discussed is the value of recognizing that no one is exempt from dealing with communication failure.

The article distinguishes true issues or crises from day-to-day problems faced by managers of organizations. According to the author, the difference between these two challenges cannot be best seen in wordy definitions but in their differing nature that affects the operation of an organization. The article also presents several recommendations which help secure the firm foundation of effective issue management including the importance of a single and over-aching objective and the consistency of issue objective with organizational strategy.