000			01696cam a2200289 4500500
005			20250112063950.0
041			_afre
042			_adc
100	1	0	_aTeneau, Gilles _eauthor
700	1	0	_a Dufour, Nicolas _eauthor
245	0	0	_aResilience as a lever in complex crises. Case study of a complex crisis in a mutual health insurance company
260			_c2020.
500			_a43
520			_aNumerous crisis management cases confirm the high complexity and difficulty of rapid situation analysis. The resilience of companies experiencing crisis situations, let alone complex crises, is therefore not guaranteed. Managing a crisis requires a minimum amount of information in order to establish a diagnosis. It is also necessary to determine in a reasoned and effective manner the actions to take to deal with the crisis. Major or “out-of-scope” crises, in which the decision-maker no longer has the necessary repositories, may require “deciding in uncertainty.” In this context, we ask the following question: “What conditions are needed to ensure resilience in the context of a complex crisis?” Our response is based on the case of a crisis faced by a medium-sized company specializing in the health services sector.
690			_acomplexity
690			_auncertainty
690			_adecision
690			_aresilience
690			_acrisis
690			_acomplexity
690			_auncertainty
690			_adecision
690			_aresilience
690			_acrisis
786	0		_nVie & sciences de l'entreprise | o 208 | 2 | 2020-03-18 | p. 115-134 | 2262-5321
856	4	1	_uhttps://shs.cairn.info/journal-vie-et-sciences-de-l-entreprise-2019-2-page-115?lang=en
999			_c235989 _d235989