Humanistic Crisis Management

Wolfgang Amann is Professor of Strategy and Leadership and Academic Director at HEC Paris, Qatar. He has been designing, directing and teaching in high-end executive education programs worldwide for more than two decades. Agata Stachowicz–Stanusch is Professor of Management at Canadian University Dubai, UAE. She is the Chair of Research of the UN PRME Middle East Chapter.Shiv K Tripathi is Vice Chancellor at Atmiya University, India. He is also Humanistic Management Network India Chapter Lead.Shiban Khan is Assistant Professor at the University of Doha for Science and Technology, Qatar. She specialises in strategic management, with special focus on HR management, multicultural management and corporate sustainability.Ernst von Kimakowitz is co-founder and Director of the Humanistic Management Network, founder of the Humanistic Management Center and a senior research fellow at the University of Lucerne, Switzerland.

• Chapter 1.  Introduction to the learning journey.- Chapter 2. The need to reconceptualize humanistic management in light of COVID-19. Chapter 3. I.3. Economic and psychological consequences of the COVID-19 crisis for working mothers.- Chapter 4. COVID-19's media crisis and the passing loss of care for the elderly in China.- Chapter 5. Effect of the COVID-19 pandemic on entrepreneurs in the informal sector in developing economies.- Chapter 6. COVID-19 pandemic, nonprofit organizations, and virtue: flourishing during the crisis.- Chapter 7. Promotion of public health or digital dictatorship? The use of digital technologies for crisis management during COVID-19 and their impact on civil and political rights.- Chapter 8. COVID-19 reportage in Nigeria: Digital media ethics, viral lies, and lessons learned.- Chapter 9. The COVID-19 pandemic in Africa: Losers and gainers.- Chapter 10. Re-imagining social impact for economics in sub-Saharan Africa: Lessons from COVID-19.- Chapter 11. Paradoxical Chinese government leadership in handling the COVID-19 crisis.- Chapter 12. Reflecting and learning in lockdown: leadership approaches to crisis management.- Chapter 13. Designing a resilient power structure for your organization and celebrating what worked: An eye-opening reflection on COVID-19.- Chapter 14. Integrating politics with administrative capabilities in curbing the COVID-19 pandemic in Nigeria: The humanistic perspective and lessons.- Chapter 15. Local embeddedness, community, and generativity: Building new management models in post-COVID-19 era. Chapter 16. The role of social entrepreneurship in community recovery and development in the post-COVID-19 pandemic period.- Chapter 17. The possibility to bounce beyond today’s crises to a flourishing world.- Chapter 18. Learning from the COVID-19 crisis and conclusions for humanistic crisis management.