| Abstract [eng] |
Many business leaders agree that almost every company experiences crisis though many of them do not apply any actions to overcome it. Crisis problems are solved not in its primary stage and usually chaotic, without any strategic crisis situation or crisis management plans (Yair, Golenko-Ginzburg, Laslo, 2007; Bivainis, Tuncikiene, 2007; Ciegis, Gineitiene, 2008; Diskiene, Galiniene, Marcinskas, 2008; Kaplinski, 2008; Markovic, 2008). Even more difficult situation appears when company‘s employees as well as the internal and external environment have to be informed. Therefore it is necessary to represent the organization realistically (Tijunaitiene, Neverauskas, 2009; Deephouse, 2005), to train the specialists of knowledge management (Melnikas, 2005, 2008; Saee, 2005; Sakalas, Ciutiene, Neverauskas, 2006; Kumpikaite, 2007; Rees, 2008; Boguslauskas, Kvedaraviciene, 2008). The situation does not become easier because of the negative attitude to crises (Klein, 1981; Rosenblatt, Sheaffer, 2002; Anikin, 2008; Virbickaite, 2009). Therefore crisis solution can bring positive consequences in company‘s change (Gummensson, 1991; Heath,1994; Sakalas, Savaneviciene 2003; Garskaite, Garskiene, 2005; Adekola, Korsakiene, Tvaronaviciene, 2008; Valackiene, 2009; Startine, Remeikiene, 2009). One of them is efficient communication and conflict management during a crisis period (Varey, White, 2000; Januleviciute, Bieleviciene, Dambrava, 2003; Steyn, 2003; Talef–Viia, Alas, 2009). The efficiency of communication process is confirmed by the worldwide models designed and applied in practice (Turney, 2004; Deephouse, Carter, 2005; Neville, Bell, Mengüc, 2005; Luecke, 2007). [...]. |
