Pathology of Organizational Crisis Management Based on Hazard and Operability Analysis: The Case Study of an Iranian Oil Company

The crisis is a devastating event that is difficult to predict. If not managed, it can cause significant problems for the organization. Therefore, organizations need a comprehensive framework to manage crises well. This article aims to present a new crisis management model with an overlapping attitude and prioritize the most critical components based on the Hazard and Operability Analysis (HAZOP) using a mixed-methods research design. In the qualitative phase, reviewing the academic resources was conducted from 2009 to 2020. Then, three rounds of the Delphi technique was carried out to obtain the consensus of 19 experts over 125 components. Analyzing the data was performed by structural equation modelling in the quantitative phase. The sample consisted of 228 respondents who were employees in an Iranian oil company. The findings indicated that crisis management is a nonlinear overlapping process with 47 elements in seven factors: pre-crisis, in-crisis, post-crisis, pre-crisis and in-crisis, in-crisis and post-crisis, post-crisis and pre-crisis, pre-crisis and in-crisis and post-crisis. In addition, the results of HAZOP showed that “strategic thinking at all levels of the organization” and “standardization of the education system” had higher priority. Overall, the current situation of the company in managing organizational crises was considered favorable.