Assessment of the Crisis Management Program of SPI Power Incorporated Towards Business Resiliency

Authors

Neil M. Quijano

Head, Resiliency, Environment, Health, Safety & Security Manager, State Power Inc. (Philippines)

Harry Santiago P. Achas

Program Head of the School of Criminology and Criminal Justice, PHINMA - Cagayan De Oro College (Philippines)

May Juanna P. Añasco

Faculty of the Senior High School, PHINMA - Cagayan De Oro College (Philippines)

Article Information

DOI: 10.47772/IJRISS.2026.100400138

Subject Category: Business

Volume/Issue: 10/4 | Page No: 1783-1843

Publication Timeline

Submitted: 2026-04-03

Accepted: 2026-04-08

Published: 2026-04-30

Abstract

This study assessed the effectiveness of the crisis management program of SPI Power Incorporated in Villanueva, Misamis Oriental. Using a descriptive research design, it evaluated the Crisis Management Team’s (CMT) performance in four key areas: preparedness, crisis response, crisis recovery, and organizational preparedness actions. Data were collected through a survey questionnaire distributed to 86 respondents, including internal staff and external stakeholders. Descriptive statistics, such as frequencies, percentages, and weighted means, were applied to analyze the data. The findings showed that SPI Power Incorporated’s crisis management program was rated as “Highly Effective” across all four areas. Preparedness emerged as the strongest dimension, highlighting the organization’s focus on proactive measures like risk assessment and contingency planning. Crisis response was also rated highly, demonstrating the effectiveness of communication, coordination, and deployment of resources during emergencies. Crisis recovery, while effective, revealed opportunities for improvement, particularly in timely communication and the establishment of recovery time objectives. Organizational preparedness actions were consistently implemented, including structured training, after-action reviews, and collaboration with external agencies. The demographic profile revealed that most respondents had over 16 years of service and held operational and supervisory roles, indicating strong experience within the organization. The COVID-19 pandemic was the most commonly handled crisis, followed by safety incidents and natural disasters, while cybersecurity breaches and terrorism events were less frequent. Overall, this study provided valuable insights into the strengths and areas for improvement of SPI Power Incorporated’s crisis management program, supporting ongoing efforts to enhance resilience and ensure energy supply stability in Mindanao.

Keywords

Business Resiliency, Crisis Management, Crisis Recovery, Crisis Response, Organizational Preparedness, Preparedness, SPI Power Incorporated.

Downloads

References

1. Abdalla, M., Alarabi, L., & Hendawi, A. (2021). Crisis Management Art from the Risks to the Control: A Review of Methods and Directions. Information, 12(1), 18. https://doi.org/10.3390/info12010018 [Google Scholar] [Crossref]

2. Aguilera, D. C. (2021). Crisis intervention: Theory and methodology (6th ed.). St. Louis: Mosby. https://doi.org/10.5465/amr.202160 [Google Scholar] [Crossref]

3. Al Shobaki, M. J., Abu Amuna, Y. M., & Abu-Naser, S. S. (2016). The impact of top management support for strategic planning on crisis management: Case study on UNRWA-Gaza Strip. [Google Scholar] [Crossref]

4. Tan, A. W. K. (2021). Factors influencing crisis management: A systematic review and synthesis for future research. Cogent Business & Management, 8(1). [Google Scholar] [Crossref]

5. https://doi.org/10.1080/23311975.2021.1878979 [Google Scholar] [Crossref]

6. ASIS International. (n.d.). Crisis management (Protection of Assets). [Google Scholar] [Crossref]

7. Bergström, J., Dekker, S., Nyce, J. M., et al. (2012). The social process of escalation: A promising focus for crisis management research. BMC Health Services Research, 12, 161. [Google Scholar] [Crossref]

8. https://doi.org/10.1186/1472-6963-12-161 [Google Scholar] [Crossref]

9. British Standards Institution. (n.d.). Crisis management: Guidance and good practice. [Google Scholar] [Crossref]

10. British Standards Institution. (n.d.). Societal security: Business continuity management system – Requirements. [Google Scholar] [Crossref]

11. Boin, A., & Lagadec, P. (2016). Preparing for the future: Critical challenges in crisis management. Journal of Contingencies and Crisis Management, 8(4), 185–191. [Google Scholar] [Crossref]

12. Boin, A., Ekengren, M., & Rhinard, M. (2021). Evaluating crisis communication: A 30-item checklist for assessing performance during COVID-19 and other pandemics. Journal of Health Communication, 26(3), 161–169. https://doi.org/10.1080/10810730.2021.1871791 [Google Scholar] [Crossref]

13. Bowers, M. T., Hall, D., & Srinivasan, M. (2017). Resilience in crisis management: Factors, frameworks, and pathways. Journal of Risk Research, 20(8), 1–17. [Google Scholar] [Crossref]

14. Chandler, R. C. (n.d.). The six stages of a crisis: Stage six – Recovery. [Google Scholar] [Crossref]

15. Christensen, T., Lægreid, P., & Rykkja, L. H. (2016). Organizing for crisis management: Building governance capacity and legitimacy. Public Administration Review, 76(6), 887–897. [Google Scholar] [Crossref]

16. Coombs, W. T. (2015). Ongoing crisis communication: Planning, managing, and responding. Sage Publications. [Google Scholar] [Crossref]

17. Coombs, W. T. (2015). Ongoing crisis communication: Planning, managing, and responding (4th ed.). Sage Publications. [Google Scholar] [Crossref]

18. Coombs, W. T. (2019). Ongoing crisis communication: Planning, managing, and responding (4th ed.). Sage Publications. [Google Scholar] [Crossref]

19. Correia, D. (n.d.). Business continuity playbook. Security Executive Council. [Google Scholar] [Crossref]

20. Daepp, M. I., Hamilton, M. J., West, G. B., & Bettencourt, L. M. (2015). The mortality of companies. Journal of the Royal Society Interface, 12(106), 20150120. [Google Scholar] [Crossref]

21. Donelli, C. C., Fanelli, S., Zangrandi, A., & Elefanti, M. (2022). Disruptive crisis management: Lessons from managing a hospital during the COVID-19 pandemic. Management Decision, 60(13), 66–91. [Google Scholar] [Crossref]

22. Evrin, V. (2021). Risk assessment and analysis methods: Qualitative and quantitative. [Google Scholar] [Crossref]

23. Fearn-Banks, K. (2016). Crisis communications: A casebook approach. Routledge. [Google Scholar] [Crossref]

24. Folke, C., Carpenter, S., Walker, B., Scheffer, M., Chapin, T., & Rockström, J. (2019). Resilience thinking: Integrating resilience, adaptability and transformability. Ecology and Society, 15(4). [Google Scholar] [Crossref]

25. Gkeredakis, E., Lifshitz-Assaf, H., & Barrett, M. (2021). Crisis as opportunity, disruption, and exposure: Exploring emergent responses to crisis. Academy of Management Journal, 64(5), 1535–1548. [Google Scholar] [Crossref]

26. Gonzalez-Herrero, A., & Pratt, C. B. (2015). How to manage a crisis before—or whenever—it hits? Public Relations Quarterly, 40(1), 25. [Google Scholar] [Crossref]

27. Grubb, A. (2019). Modern day hostage (crisis) negotiation: The evolution of an art form within the policing arena. Aggression and Violent Behavior, 15(5), 341–358. [Google Scholar] [Crossref]

28. Hein, C. (2020). Transforming the crisis-prone organization. SAM Advanced Management Journal, 59(1), 47. [Google Scholar] [Crossref]

29. James, E., & Wooten, L. P. (2023). The prepared leader: The five phases of crisis management. [Google Scholar] [Crossref]

30. Jankowski, N. A. (2020). Assessment during a crisis: Responding to a global pandemic. [Google Scholar] [Crossref]

31. Jin, Y., Liu, B. F., & Austin, L. L. (2015). Examining the role of social media in effective crisis management. Communication Research, 41(1), 74–94. https://doi.org/10.1177/0093650211423918 [Google Scholar] [Crossref]

32. Johansen, W., Aggerholm, H. K., & Frandsen, F. (2020). Entering new territory: Internal crisis communication. Journal of Communication Management, 24(1), 33–51. [Google Scholar] [Crossref]

33. Khodarahmi, E. (2009). Crisis management. Disaster Prevention and Management, 18(5), 523–528. [Google Scholar] [Crossref]

34. Kim, S., Cho, K., & Lee, S. (2021). Building organizational resilience. International Journal of Public Administration, 44(9), 749–761. [Google Scholar] [Crossref]

35. Kim, Y., & Lee, J. (2022). Effective crisis management during adversity. Sustainability, 14(20), 13664. https://doi.org/10.3390/su142013664 [Google Scholar] [Crossref]

36. Lacerda, T. C. (2019). Crisis leadership in economic recession. Business Horizons, 62(2), 185–197. [Google Scholar] [Crossref]

37. Liu, B. F., Austin, L., & Jin, Y. (2017). Public responses to crisis communication strategies. Public Relations Review, 37(4), 345–353. [Google Scholar] [Crossref]

38. McConnell, A., & Drennan, L. (2006). Mission impossible? Planning and preparing for crisis. Journal of Contingencies and Crisis Management, 14(2), 59–70. [Google Scholar] [Crossref]

39. Merendino, A. (2016). The importance of crisis management in business. [Google Scholar] [Crossref]

40. Meyer, V., Cunha, M. P., Mamedio, D. F., & Nogueira, D. P. (2021). Crisis management in high-reliability organizations. Disaster Prevention and Management, 30(2), 209–224. [Google Scholar] [Crossref]

41. Plant crisis management plan. (2013). [Google Scholar] [Crossref]

42. Phelps, R. (n.d.). Crisis management. [Google Scholar] [Crossref]

43. PRLab. (n.d.). What is crisis management and why is it important? [Google Scholar] [Crossref]

44. Sadgrove, K. (2016). The complete guide to business risk management. Routledge. [Google Scholar] [Crossref]

45. Santana, G. (2022). Crisis management and tourism. Journal of Travel & Tourism Marketing, 15(4), 299–321. [Google Scholar] [Crossref]

46. Shrivastava, P. (2023). Crisis theory & practice. Industrial and Environmental Crisis Quarterly, 7, 23–42. [Google Scholar] [Crossref]

47. Smith, D. (2018). Organizational learning and resilience. Journal of Contingencies and Crisis Management, 26(1), 62–70. [Google Scholar] [Crossref]

48. Stafford, K., Yu, R. F., & Armoo, G. (2016). Acknowledgement to reviewers of Energies. Energies, 10(1), 106. [Google Scholar] [Crossref]

49. Tankebe, J., & Meško, G. (2014). Police self-legitimacy and organizational behavior. [Google Scholar] [Crossref]

50. Tokakis, V., Polychroniou, P., & Boustras, G. (2019). Crisis management in public administration. Safety Science, 113, 37–43. [Google Scholar] [Crossref]

51. Trnka, J., & Jensen, E. (2020). Developing resilient organizations. Risk Analysis, 40(12), 2604–2614. [Google Scholar] [Crossref]

52. Ulmer, R. R., Seeger, M. W., & Sellnow, T. L. (2017). Post-crisis communication and renewal. Public Relations Review, 33(2), 130–134. [Google Scholar] [Crossref]

53. Unacademy. (n.d.). Crisis management and its importance. [Google Scholar] [Crossref]

54. Vasickova, V. (2020). Crisis management process: A literature review and conceptual integration. Acta Oeconomica Pragensia, 27(3–4), 61–77. [Google Scholar] [Crossref]

55. Wilks, J., & Moore, S. (2023). Tourism risk management for the Asia Pacific region. [Google Scholar] [Crossref]

56. Williams, T. A., Gruber, D. A., Sutcliffe, K. M., Shepherd, D. A., & Zhao, E. Y. (2020). Organizational response to adversity. Academy of Management Annals, 14(2), 724–747. [Google Scholar] [Crossref]

57. Wilson, S. (2020). Pandemic leadership. Leadership, 16(3), 279–293. [Google Scholar] [Crossref]

58. Zamecka, A., & Buchanan, G. (2000). Disaster risk management. [Google Scholar] [Crossref]

Metrics

Views & Downloads

Similar Articles