Introduction

Today crisis and crisis management are discussed in all knowledge fields, and all scientists and managers of organizations believe that prevention is more profitable and easier. However this is not seriously, scientifically and practically posed and performed in the organizations and it has remained just as a theory. Managers of organizations who have tangibly understood damages of crises are seeking principles and models in order to encounter with their potential and evident crises in their organizations, because they know that all or most of their goals that they proposed and plans which accomplished for reaching to those goals, and also huge costs that are allocated to them are overridden and the organization would face serious problems. Crisis management is posed in different areas. As one of the main parts of society, organizations are not exception. In libraries, crisis is a turmoil that has a fundamental effect on the activities of libraries, administrative affairs, financial affairs and reputation of library. This may be either extra-organizational such as flood, fire and earthquake or intra-organizational such as financial crises or unwillingness of employees and/or outside reflection about intra-organizational performance which is represented by failure in competition between libraries or fundamental criticism about the performance of library. Crisis management is an organized effort made by members of organization with interested persons outside of organization in order to prevent crisis or its effective management(Pearson and Clair, 1998, 61). Like other micro-systems of social structure, crisis management system also needs an objective, scientific and efficient model based on current needs in order to reach its predicted goals more precisely and to organize its plans. It is clear that the basis of such model should have strong theoretical basis and principles. So, results of research should be integrated with local conditions(environment, individuals, customers, and their needs) so that to reach a comprehensive model. Crises that organizations are faced with are classified to three main categories(1) intra-organizational crises, (2) crisis in extra-organizational environment, and (3) extra-organizational crises. It is possible that these crises occur in the libraries of research centers, but because there is no local model for performing crisis management in libraries, it is not possible to provide integrity when facing damages raised by crisis; this research therefore has studied localization of crisis management in libraries of research centers respective to Iran's Science, Research and Technology Ministry. Because these libraries have critical role in the development of research process in the country and their libraries are worthy resources of scientific, software and hardware information. So if they have standard principles of crisis management in their managerial regulations, they can prevent and control natural and organizational crises effectively. To be aware of the most important priorities in each stage of facing crisis in these libraries and the most important measurements help to have a framework for facing crisis and to manage crisis in them, which so far no framework has been studied nor performed in the libraries of Iran. The importance of crisis management in managerial process of libraries can be found in such factors as frequency of crises, crisis scope, and effect of crises on management and also its hidden effect on processes of libraries and long-term and sometimes irreparable damages on body of the library. In this research we study that how desired libraries to face with these three crises and to provide a local model of crisis management.

Literature review

Mitroff and et al (2002) hold that in most of institutes top managers do not accept that their institutes have encountered crisis rather they deceive themselves and their addressees with some justifications. They believe that critical thought is effective in crisis management, and that the most important index that should be regarded in model of crisis management is creating a critical environment in an emotional atmosphere. Crisis acceptance by managers and employees is the most principle that can help the organization when it faces (pre, acute and post) crisis. In their research Rosenthal, Hart and Charles(2003) have acquired a pattern which indicates the performance of organization in every stage of crisis and provides a scientific, thoughtful perspective for involved organizations. Present research has used model of crisis management of American Federal Emergency Management Agency(FEMA). Three stages of pre-crisis, acute and post-crisis are considered as the basic framework of crisis management. Represented model has emphasized on pre-crisis stage and the general policy has focused on prevention and reduction of crisis. In acute stage, decision-making dimension on crisis and its related aspects are discussed. Psychology of crisis decision-making is also another subject that is discussed in represented model. Uncertainty, despair, fear and anxiety are considered as cases for decision-making. Accountability and evaluation are regarded as two important activities for stages of post-crisis. For Rosenthal and et al (2003) pre-crisis stage is the most important stage and in their research they have found a model which focused on prevention and reduction of crisis. This model has focused on shortening of bureaucratic process and facilitating budget allocation during crisis management. Researchers of this research hold that bureaucracy in organizations would prevent right and on time crisis management enforcement. In his research, Leechat (2005) has provided a six-stage model for crisis management. He believes that the first step is designing an organizational structure for crisis management. This stage is followed by selecting a proper team. Then team is organized through education and simulation of crisis-creation cases. Next stage is designing a scenario for responding to crucial situation. When comprehensive examining potential crisis-creation cases an appropriate plan should be applied for regulating mentioned plan. In their research Myer, Conte and Peterson (2007) have studied an evaluation model which is broadly used while facing crisis to understand the effect of human factors on a crisis. In this model which is an medical and triage assessment system, features relating to the effect of crisis on employees of an organization are discussed. Results of mentioned research help organizations to manage the effect of crisis on their employees. Van Leeuwen (2010) is represented a technique for ranking possible risks in an organization. This technique is used in order to identify potential manners of error in a process or a product of an organization. The researcher has found that mentioned technique has shortened quantitative analysis time and acted more precisely in identifying crucial risks in organizations. So, using this technique is highly effective while risk analysis and would increases its effectiveness. In their mixed research, Lee, Yeung and Hong(2012) have studied management of outsourcing risks. In this research the main goal is compiling a general model for evaluation and simulation of outsourcing risks in product and supplying chain of organizations. Risk qualitative evaluation allows risk manager to visually represent and explain imminent risks by using risk map. Monte Carlo's simulation model in managing imminent outsourcing risks by the use of Milk-Run system is used in this research. Results of this research showed that order of outsourcing in new system causes decrease in average duration consumed by customers and also reduction of total costs despite the existence of risk and uncertainty. It is believed that framework of management and risk evaluation can resolve uncertainty in operational and administrative costs of organization and it causes trust making in constant product chain in organization. According findings of Hoesseini and et al (2012) studied organizations have been in average situation(62.7 in strategic management and 52.2 in crisis management); in represented model strategic management is regarded as the most important index. By focus on "human resource management" Ahmadi and et al (2012) have represented a crisis management model and concluded that teamwork spirit, overcoming fear, central expertise and devotion are among cultural factors that have many effects on crisis management. Offering proper rewards to employees (average of 4.32) has the most part in motivating human force to perform crisis management.

In a research Reklam (2013) has examined the effect of media on a general conception of crisis. In his model "media and networks" have the most effect on correct performance of crisis management in the society and institutionalizing its related principles. He believes that an organization should communicate a constant, understandable and precise picture of crucial situation in order to control crisis. Effective communications need broad intellectual preparation. So it is necessary that employees have been sufficiently educated. Mentioned cases can be clearly seen in researcher's final model.

Research questions

--To determine how much ISO 31000 indexes and dimensions of intra-organizational crisis management are observed in libraries of studied research centers?

--To determine how much ISO 31000 indexes and dimensions of extra-organizational operation environment crisis management are observed in libraries of studied research centers?

--To determine how much ISO 31000 indexes and dimensions of extra-organizational crisis management are observed in libraries of studied research centers?

--To provide local model of crisis management in libraries of studied research centers?

Research methodology

Research method is mixed method. In qualitative section and in order to compile questions of questionnaire, grounded theory method and in quantitative section survey analytics method was used. Grounded theory is the process of compiled theorizing through collecting organized data and their analysis for answering to modern questions of research(Strauss and Corbin, 1998, 5). Results were collected by depth semi-structured interviews and by using questionnaire, and they were analyzed by inferential statistics. Research population composed of 38 director generals of crisis who were selected objectively based on more employment record and higher education. Finally 12 persons were interviewed that 2 latter interviews add no more new materials to previous materials and reach saturation. Three types of codification were used for analyzing data in qualitative section. Following interview copying, open codification was carried out. In this part interviews were read frequently line by line and they were broken down into separate parts and every concept that came to mind was designated to important sections. After concept extraction analyst put some of concepts into a more abstract concept called "category". In central codification, previously broken categories were dragged together in order to show their relationship with categories and subcategories in a new form. Researcher selects an open codification as the main category or phenomenon and puts it in the center of the studied process, then interconnects them to other categories. Other categories include such concepts as casual conditions, medium conditions, grounded conditions, strategies and finally consequences(Strauss and Corbin, 2010, 153-157). This stage requires drawing a diagram called central paradigm. It shows the relationship between mentioned concepts and main phenomenon. Selective codification is the stage of consolidating and filtering the categories. This stage explains localization process of crisis management in libraries theoretically which it was performed through writing the relationship between categories like a story. In this stage, determination of main components composed research model is studied which is shown in Fig. 1. In quantitative section population composes of 144 managers of desired research centers and libraries among them 112 persons filled the questionnaire that 80 persons were managers of research centers and 32 persons of libraries.

In order to compile the questionnaire, grounded model represented in Fig. 1 was used in which casual conditions, interventionists, strategies, backgrounds and consequences are stated, and also indexes of three extra-organizational crisis, intra/extra-organizational operation environment, and also localization indexes in Iran were used.

Justifiability and consistency of questionnaire

Given that questionnaires of crisis management outside of Iran could not be used in libraries of Iran, in interview process therefore, critical indexes are added in the questionnaire. Results of this questionnaire therefore are applied for gaining research goals. To insure questions of questionnaire are related to variables posed in hypotheses and research questions they were distributed between a few of specialists in crisis management in addition that questionnaire was reviewed by professors of librarianship and information science, then vague and unrelated questions were distinguished and deleted. So, the justifiability of research instrument was confirmed. In order to determine the consistency, questionnaire was(randomly) distributed between 12 managers of desired research centers and libraries to carry out pretest, and then its reliability was measured by computing Cronbah's alpha coefficient. Results of measurement of Cronbach's alpha of subset dimensions of three separate crises have been computed.

Given to results represented in table 1. Cronbach's alpha coefficient of all dimensions of either type of crisis management is equal or higher than 70%; so consistency of questionnaire has been confirmed.

Research Findings

Average, mean, exponent and standard deviation indexes were used to describe data, and factor analysis, path analysis and goodness of fit indexes were used to analysis data. Following results are gained for answering to first question of research: "how much ISO 31000 indexes and dimensions of intra-organizational crisis management are observed in libraries of the studied research centers?":

Table 2. Distribution of central and dispersion indexes of
intra-organizational crisis management and its dimensions

Dimensions of intra-       Safety      Regulations   Managerial
organizational crisis/   predictions    dimension    dimension
Central and               dimension
dispersion indexes

Average                     14.71         41.14        42.04
Mean                        14.00         40.00        39.00
Exponent                     14            39            37
Standard deviation          3.681         7.610        8.586
Changes range                16            37            37
Minimum                       9            25            26
maximum                      25            62            63

Dimensions of intra-     Motivational   Personal    Specialized
organizational crisis/   opportunity    dimension   activities
Central and               dimension                  dimension
dispersion indexes

Average                     23.59         28.56        25.48
Mean                        22.00         28.50        24.00
Exponent                      20           28           22
Standard deviation          5.493         5.186        6.238
Changes range                 23           26           26
Minimum                       13           17           15
maximum                       36           43           41

Dimensions of intra-     Intra-
organizational crisis/   organizational
Central and              crisis
dispersion indexes

Average                  149.90
Mean                     146.00
Exponent                   134
Standard deviation       23.892
Changes range              110
Minimum                    112
maximum                    222

Given to obtained results in table 2. The lowest score of intra-organizational crisis is 112 and the maximum is 222 and change range is 110 and the maximum of repeated score is 134. Score of half of respondents is equal or lower than 146 and half of them is more than it. Average score of statistical sample equals with 149. So, for total evaluation of intra-organizational crisis management it should be acknowledged that distribution of this variable and "personal", "motivational opportunities", "managerial", "regulations" and "safety predictions" variables tends to normal distribution and in answering to first question it should be said that intra-organizational crisis management dimensions are averagely observed in desired libraries. In answering to second question of research "how much ISO 3100 indexes and dimensions of crisis management of extra-organizational operation environment are observed in libraries of the studied research centers?" following results are obtained:

Table 3. Distribution of central and dispersion indexes of variable
of crisis management of extra-organizational operation
environment and its dimensions

Dimensions of crisis       Organizational   Budgeting
management of extra-       communication    dimension
organizational operation     dimension
environment/
Central and dispersion
indexes

Average                        24.59          29.81
Mean                           25.00          30.00
Exponent                         25            26
Standard deviation             5.558          5.947
Changes range                    32            30
Minimum                          8             17
maximum                          40            47

Dimensions of crisis          IT           crisis
management of extra-       dimension   management of
organizational operation                   extra-
environment/                           organizational
Central and dispersion                   operation
indexes                                 environment

Average                      16.59         70.99
Mean                         18.00         70.00
Exponent                      19             67
Standard deviation           5.345         11.013
Changes range                 22             54
Minimum                        5             44
maximum                       27             98

Given to table 3 the lowest score for crisis management of extra-organizational operation environment is 44 and the maximum is 98 that changes range is 54 and the highest repeated score is 67 and score of half of respondents is equal or lower than 70 and half of them is more than it and average score of statistical sample is 70. So, in total evaluation of crisis management of extra-organizational operation environment it can be said that distribution of this variable and "IT", "budgeting", and "organizational communications" dimensions tend to normal distribution. In answering to second question, therefore, it can be acknowledged that dimensions of crisis management of extra-organizational operation environment are averagely observed in libraries of research-centers. In order to answer to third question" how much ISO 31000 indexes and dimensions of crisis management of extra-organizational operation environment are observed in libraries of the studied research centers? "following results are obtained.

Given to table 4, the lowest score for extra-organizational crisis is 30 and the maximum is 80 and changes range is 50 and the highest repeated score is 51 and score of half of respondents is equal or lower than 48 and half of them is more than it. Average score of statistical sample is 49. In total evaluation of extra-organizational crisis management variable it should be acknowledged that distribution of this variable and dimensions of "political and economic issues of society", "building and equipment" tends to normal distribution, and in answering to third question of research it can be said that extra-organizational crisis management dimension in the studied libraries is averagely observed. In order to answer to last question" what is local model of crisis management in libraries of the studied research centers?" two models are represented by using path analysis method and also by the use of measuring indexes relating to goodness of fit and measurement errors(Tucker-Lewis non-normed fit index), Bentler-Bonett index(normed fit index), Hoelter index, root mean square error of approximation which are studied at below:

Local models of crisis management in libraries of desired research centers

In this research, first model shows relationship between intra-organizational crisis management(independent variable) and extra-organizational crisis management(dependent variable) and second model shows relationship between intra-organizational crisis management(independent variable) and extra-organizational operation environment crisis management(dependent variable).

Fig. 2 shows the model of relationship between dimensions of intra-organizational crisis management including "personal dimension", "motivational opportunities dimension", "managerial dimension", "regulations dimension", "saftey predictions dimension", and "specialized activities dimension" as independent variable and extra-organizational including "building and equipments", "political and economic issues" as dependent variable.[lambda] rate(loading or effect) of hidden external variable of intra-organizational crisis management includes "personal dimension" 0.53, "motivational opportunities dimension" 0.86, "managerial dimension" 0.73, "regulations dimension" 0.82, "saftey perdictions dimension" 0.60, and "specialized activities dimension" 0.57 which all of them form intra-organizational crisis management and totally its effective coefficient is 75%(these indexes covered 75% of changes in dependent variable of extra-organizational crisis management). "Motivational opportunities dimension" shows the highest intensity and "personal dimension" has the lowest intensity. These two variables have direct relation, and as dimensions of intra-organizational crises increase dimensions of extra-organizational crises management also increase and vis versa. "motivational opportunities" has the most effect on "building and equipmemts dimension". [lambda] rate includes "building and equipments dimension" 0.91, "political and economic issues of society" 0.56 that all of these indexes form extra-organizatonal crisis management. "goodness of fit index" is 0.91, so this model has acceptable fit with reality. Obtained coeffient rate indicates direct effect of inrta-organizational crisis management on extra-organizational crisis management.

Given to table 5. on one hand five goodness of fit indexes and fitness of model No.1 and experimental data on the other are confirmed. Therefore a desirable match between structured model and experimental data has been provided. Model No. 1 is completely fit because Tucker-Lweis non-normed fit index (0.90) and Benterl-Bonett normed fit (0.90) are equal 0.90. Hoelter index (0.71) is more than 0.70 which indicates desirable fit.

Fig. 3 shows model of relationship between dimensions of intra-organizational crisis management including "personal dimension", "motivational opportunities dimension", managerial dimension", "regulations dimension", "saftey perdictions dimension", specialized activities dimension", as independent variables and dimensions of extra-organizational operation environment cricis including "IT dimension", "bodgeting dimension", "organizational communications dimension" as dependent variables. 1 rate(loading or effect rate) is extra-hidden variable of dimensions of intra-organizational crisis management including "personal dimesion" 0.49, "motivational opportunities dimension" 0.83, "managerial dimension" 0.72, "regulations dimension" 0.78, "safety predictions dimension" 0.67, specialized activities dimension" 0.65 that all of these indexes form intra-organizational crisis management variable and generally it has -0.81 effective coefficient^ set of these indexes covers b1% of changes of dependent variable of operation environment crises). "Motivational opportunities dimension" and "personal dimension" show the most and the lowest intensity respectively. Two variables have inverse relationship; and as dimensions of intra-organizational crisis increase, crises of extra-organizational operation environment decrease.

[lambda] rate is intra-hidden variable for crises of extra-organizational operation environment including "IT Technology" 0.23, "budgeting dimension" -0.91, "organizational relationship dimension" -.49 that all of these indexes form crises of extra-organizational operation environment. "goodness of fit index" of this model is 0.92, so this model has an acceptable fit with reality. Obtained coefficient indicates the inverse effect of intra-organizational crisis management on crisis management of extra-organizational operation environment. This model indicates "motivational opportunities" and "regulations" dimensions in intra-organizational crisis management have the most effect on "budgeting dimension" in crisis management of extra-organizational operation environment.

Given to table 6, five goodness fit indexes and fit of model 2 on one hand and experimental data on the other are confirmed. So a desirable match has been provided between structured model and experimental data, and desirable fit represents modeling of structural equations regarding to the effect of intra-organizational crisis management on crisis management of extra-organizational operation environment. Suggested model No. 2 is completely fit because Tucker-Lewis non-normed fit index (0.91) and Bentler-Bonett normed fit index(0.91) are more than 0.90 and Hoelter index(0.71) is more than 0.70.

Conclusion

Present research studied how libraries of research centers dependent on Science, Researches and Technology Ministry can face with three intra-organizational, extra-organizational and extra-organizational operation environment crises, then two local models are represented. Each of these three types of crises management has different dimensions that results show subset dimensions of all three categories of crisis management are averagely observed in desired libraries. First model indicates the direct relationship between intra-organizational crisis management and extra-organizational crisis management; and "motivational opportunities have the most effect on "building and equipment". As in model provided in Ahmadi and et al(2012) research it is emphasized on motivating employees in order to perform crisis management. Second model shows inverse relationship between intra-organizational crisis management(independent variable) and crisis management of extra-organizational operation environment(dependent variable). This model indicates that as "motivational opportunities" and "regulations" dimensions increase "budgeting dimension" decrease. It is also seen in the results of Rosenthal and et al (2003) research that bureaucracy has inverse effect on crisis management process and it impairs cost supply and correct budgeting process in all stages of crisis. Given to results of present research it is recommended that managers of desired libraries to include local principles and models of crisis management in their codes, and to prevent and control natural and organizational crises and motivate their employees to perform it. Providing proper situations for using technology and resolving related problems, convincing managers of research centers to allocate proper and separate budget to crisis management, pursuing and examining all natural and organizational crises with which library has been encountered during last decade, and using resulted experiments in new policy-making of library are other cases that is better to be observed by managers of libraries.

References

--Ahmadi, Ali Akbar and et al (2012). model of crisis management By focusing on Human Resource Management System for hospitals of Tehran. Journal of governmental management. 4(10): 1-24.

--Hosseini, Yaghoub and et al (2013). The effect of strategic management on the quality of crisis management operations. Journal of crisis management. 2: 78-88.

--Lee, C.K.M and Yeung, Yu ching and Hong, Zhen. 2012. An integrated framework for outsourcing risk management. Industrial management and data systems. 112(4): 541-558.

--Leechat, M (2005). The international decade for natural disaster reduction background and objectives. Disasters. 14(1).

--Mitroff and et al (2002). Crisis management at pre-crisis stage in organizations. Tehran: institute of education and research of management and planning.

--Myer, R. A., Conte, Christian. and Peterson, S. E. 2007. human impact issues for crisis management in organizations. Disaster prevention and management. 16(5): 761-770.

--Pearson, Clair. (1998). Reframing crisis management. University of North Carolina. 23(1): 59-76.

--Reklam, Jupiter (2013). Crisis communications handbook. Swedish emergency management agency. NRS. Tryckeri. February.

--Rosenthal, Ariel and et al (2003). A world of crises and crisis management. Journal of police knowledge. 16: 118-140.

--Strauss, A. and Corbin, J. (1998). Basics of qualitative research: Techniques and procedures for developing grounded theory. 2nd ed. California: Sage: 3-14.

--Van leeuwen, J.F. (2010). Risk analysis by FMEA as an element of analytical validation. Journal of pharmaceutical and biomedical analysis. 50: 1085-1087.

Faezeh Farhoodi

Ph.D student of Knowledge and Information Science

Department of Knowledge and Information Science, Science & research branch, Islamic Azad university, Tehran, Iran

[email protected]

Fahimeh Babalhavaeji

Associate professor & faculty member of Department of Knowledge and Information Science, Science & research branch, Islamic Azad university, Tehran, Iran

[email protected]

faezeh farhoodi

[email protected]

fahimeh babalhavaeji

Science & research branch, Islamic Azad university, Tehran, Iran, [email protected]

Caption: Fig. 1. Grounded model of crisis management resulted from qualitative work

Caption: Fig. 2. first model of crisis management(relationship between intra-organizational and extra-organizational crisis management)

Caption: Fig. 3 Model No. 2 crisis management(intra-organizational and crisis management of extra-organizational operation environment)

Table 1. Results of measured Cronbach's alpha in dimensions
of three types of crisis management

Components   Intra-organizational crisis management

             personal   Motivational   Managerial

Cronbach's   76%        73%            82%
alpha

Components   Intra-organizational         extra-organizational
             crisis management            crisis management

             Regulation   Specialized     Building     Political and
                          activities of   and          economic
                          library         equipment    issues of
                                                       society

Cronbach's   71%          70%             76%          77%
alpha

Components   Crisis management of extra-
             organizational operation
             environment

             IT   Budgeting    Organizational
                               communications

Cronbach's   70   70%          71%
alpha        %

Table 4. Distribution of central and dispersion indexes of
extra-organizational crisis management and its dimensions

Dimensions of            Political and   Building and       extra-
extra-organizational       economic       equipment     organizational
crisis management/         issues of                        crisis
Central and dispersion      society                       management
indexes

Average                      36.02          13.88           49.90
Mean                         35.00          14.00           48.50
Exponent                      33              15              51
Standard deviation           6.928          3.133           8.936
Changes range                 42              16              50
Minimum                       16              7               30
maximum                       58              23              80

Table 5. indexes related to fitness of first model of crisis
management

            Index                Scale          Interpretation

Tucker-Lewis(non-normed fit      0.90    High fit(creterian more than
index)                                   0.90)

Bentler-Bonett(normed fit        0.90    High fit(cretrion more than
index)                                   0.90)

Hoelter index                    0.71    High fit(criterion more than
                                         0.70)

Root mean square error of        0.031   High fit(cretrion lower or
approximation                            equal to 0.05

Goodness of fit index            0.91    High fit(criterion more than
                                         0.90)

Table 6.Indexes related to fit of second model of crisis management

           Index              Rate         Interpretation

Tucker-Lewis(non-normed fit   0.91    High fit(criterion more
index)                                than 0.90)

Bentler-Bonett(normed fit     0.91    High fit(criterion more
index)                                than 0.90)

Hoelter index                 0.71    High fit(criterion more
                                      than 0.70)

Root mean square error of     0.029   High fit(criterion lower
approximation                         or equal to 0.05

Goodness of fit index         0.92    High fit(criterion more
                                      than 0.90)