TY  - JOUR
AU  - Milašinović, Srđan
AU  - Kešetović, Želimir
AU  - Nadić, Darko
PY  - 2010
UR  - https://rhinosec.fb.bg.ac.rs/handle/123456789/88
AB  - Crises are the constant of human social history. With the development of human knowledge, capabilities for coping with crises have been enhanced. However, at the same time in contemporary globalized, connected, and interdependent hi-teach environment in which all the processes are accelerated, the very nature of crises is changing and they attain completely new attributes. Whether we call them modern or fundamental crises, they put crisis managers on very serious test, revealing limited scope of traditional thinking of crisis and impotence and even contraproductivity of classic tools of crisis management. There is a need for creative multidisciplinary approach and searching for new answers for this new kind of crises. .
AB  - Krize predstavljaju konstantu društvene istorije. Sa napretkom ljudskog saznanja porasla su i sposobnosti za upravljanje krizama. Međutim, istovremeno u savremenom globalnom, povezanom, međuzavisnom visokotehnološkom okruženju u kome su svi procesi ubrzani, menja se priroda kriza i one dobijaju sasvim nove karakteristike. Bilo da se nazivaju modernim ili fundamentalnim, ove krize stavljaju krizne menadžere na ozbiljan ispit, pokazujući ograničene domete tradicionalnog promišljanja krize i nemoć, pa i kontraproduktivnost klasičnih alata kriznog menadžmenta. Nužno se nameće potreba kreativnog multidisciplinarnog pristupa i traženja novih odgovora na ovu novu vrstu kriza. .
PB  - Univerzitet "Džon Nezbit", Beograd
T2  - Megatrend revija
T1  - The power and impotence of crisis management in facing modern crisis
T1  - Moć i nemoć kriznog menadžmenta u suočavanju sa modernim krizama
VL  - 7
IS  - 2
SP  - 275
EP  - 292
ER  - 

@article{
author = "Milašinović, Srđan and Kešetović, Želimir and Nadić, Darko",
year = "2010",
abstract = "Crises are the constant of human social history. With the development of human knowledge, capabilities for coping with crises have been enhanced. However, at the same time in contemporary globalized, connected, and interdependent hi-teach environment in which all the processes are accelerated, the very nature of crises is changing and they attain completely new attributes. Whether we call them modern or fundamental crises, they put crisis managers on very serious test, revealing limited scope of traditional thinking of crisis and impotence and even contraproductivity of classic tools of crisis management. There is a need for creative multidisciplinary approach and searching for new answers for this new kind of crises. ., Krize predstavljaju konstantu društvene istorije. Sa napretkom ljudskog saznanja porasla su i sposobnosti za upravljanje krizama. Međutim, istovremeno u savremenom globalnom, povezanom, međuzavisnom visokotehnološkom okruženju u kome su svi procesi ubrzani, menja se priroda kriza i one dobijaju sasvim nove karakteristike. Bilo da se nazivaju modernim ili fundamentalnim, ove krize stavljaju krizne menadžere na ozbiljan ispit, pokazujući ograničene domete tradicionalnog promišljanja krize i nemoć, pa i kontraproduktivnost klasičnih alata kriznog menadžmenta. Nužno se nameće potreba kreativnog multidisciplinarnog pristupa i traženja novih odgovora na ovu novu vrstu kriza. .",
publisher = "Univerzitet "Džon Nezbit", Beograd",
journal = "Megatrend revija",
title = "The power and impotence of crisis management in facing modern crisis, Moć i nemoć kriznog menadžmenta u suočavanju sa modernim krizama",
volume = "7",
number = "2",
pages = "275-292"
}

Milašinović, S., Kešetović, Ž.,& Nadić, D.. (2010). The power and impotence of crisis management in facing modern crisis. in Megatrend revija
Univerzitet "Džon Nezbit", Beograd., 7(2), 275-292.

Milašinović S, Kešetović Ž, Nadić D. The power and impotence of crisis management in facing modern crisis. in Megatrend revija. 2010;7(2):275-292..

Milašinović, Srđan, Kešetović, Želimir, Nadić, Darko, "The power and impotence of crisis management in facing modern crisis" in Megatrend revija, 7, no. 2 (2010):275-292.