A
Alexander Kouzmin
Researcher at University of South Australia
Publications - 58
Citations - 1001
Alexander Kouzmin is an academic researcher from University of South Australia. The author has contributed to research in topics: Corporate governance & Public policy. The author has an hindex of 16, co-authored 58 publications receiving 953 citations. Previous affiliations of Alexander Kouzmin include Southern Cross University.
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Communicating throughout Katrina: Competing and Complementary Conceptual Lenses on Crisis Communication
TL;DR: In this paper, the planning, response, and recovery stages of the Hurricane Katrina disaster are viewed through four conceptual lenses, illustrating key facets of each perspective and adding to our deepening understanding of the events.
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Low‐ and high‐context communication patterns: towards mapping cross‐cultural encounters
TL;DR: The authors states that the major reasons for difficulties in cross-cultural communication stem from the fact that actors from different cultures have different understandings regarding the interaction process and different styles of dialogue.
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The emerging patterns of power in corporate governance – Back to the future in improving corporate decision making
Bruce Cutting,Alexander Kouzmin +1 more
TL;DR: In this article, the authors investigate the difference between the exercise of leadership, management and political power within an organization and the responsibility and power relationships between an organisation and its board and argue that if the patterns of power are well understood then some things can be said about the patterns that are likely to emerge and what structures might be more effective than others.
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Crisis Management in Crisis
TL;DR: In this article, the endeavor of reconciling economics, politics, and public duty itself in crisis or still in a strategic learning mode is discussed, assuming that crises represent "wicked" problems for oligarchs.
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Evaluating corporate board cultures and decision making
Bruce Cutting,Alexander Kouzmin +1 more
TL;DR: In this article, the authors rely on a trinity of menetype of group knowing which captures the essential decision-making dynamics of board membership, and propose structural reforms to corporate/agency governance conventions, including a greater focus on performance and strategy.