Hamas's October 7 Attack
Analysis of an “Antagonistic” Crisis
Datos Bibliográficos
| ID | 6366105 |
|---|---|
| Autores | Federico Toth (0000-0002-1596-6460, Dipartimento di Scienze Politiche e Sociali University of Bologna Bologna Italy, autor de correspondencia) |
| Año | 2025 |
| Fecha de publicación | 2025-04-09 |
| Peer Reviewed | Sí |
| Open Access | Sí |
| Tipo | ARTICLE |
| Revista | Public Administration Review (JOURNAL) |
| Identificadores de la revista | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Editorial | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/puar.13955 |
| OpenAlex | W4409289562 |
| Idioma | EN |
| Citas recibidas | 1 |
| Referencias citadas | 36 |
The aim of the article is to interpret the Hamas attack of October 7, 2023 in light of crisis management theories, seeking to draw from this event some general lessons about the nature of crises, their determinants, and how they are managed. More specifically, the article addresses three questions: (1) Why did Israel underestimate the warning signs and fail to prevent the attack? (2) What decision‐making logic did the Israeli government adopt in responding to the attack? (3) What kind of crisis is the one being analyzed? In the article, it is proposed to adopt the category of “antagonistic crises,” that is of crises that are caused by human beings, who act intentionally with the stated goal of getting the other party into trouble. The logic of appropriateness is used to interpret the response to the attack by the Netanyahu government
Political science · Jewish and Middle Eastern Studies · Political Conflict and Governance · Terrorism, Counterterrorism, and Political Violence
The Politics of Crisis Management
Communication and Attributions in a Crisis
The Crisis Approach
Israeli Intelligence Was Caught Off Guard
Managing Transboundary Crises
Hiding in Plain Sight
Managing Transboundary Crises
Taming Deep Uncertainty
The Research Act
Crisis Decision‐Making on a Global Scale
Insights from local government managers
Public Leadership in Times of Crisis
Thinking outside the box, improvisation, and fast learning
Averting Catastrophe
Worst Cases
Introduction
Overview
Towards a New Typology of Crises
Crisis Management in Hindsight
Reputation management during a public health crisis
Rethinking Security
The impact of terrorism on civil servants
Communicating throughout Katrina
Why didn't they See it Coming? Warning Signs, Acceptable Risks and the Global Financial Crisis
Crises and Crisis Management
Responding to the Covid-19 crisis
Essence of Decision
The Emergence of Cooperation among Egoists
| Obras citantes distintas | 1 |
|---|---|
| Citas por año | 1 |
| Intervalo de citas | 2026 - 2026 (1) |
| Velocidad de citación | current |
| Altamente citado | No |
| Tipos de cita | Neutras: 1 |