The indigenous model of crisis management in cultural centers with a knowledge management approach(Case Study:(museums, libraries and documentation centers) of the Ministry of Cultural Heritage, Tourism and Handicrafts in the Central Plateau of Iran)

Objective: This research aims to provide a localized crisis management model for the cultural centers of the Ministry of Cultural Heritage, Tourism, and Handicrafts in Iran's Central Plateau. The model is based on the knowledge management practices of community center officials responsible for conserving, preserving, and exhibiting works in these centers.
Methodology: This study employs a mixed-methods approach, combining grounded theory for the qualitative component and survey analysis for the quantitative component. The qualitative research population consists of crisis management specialists and managers of cultural centers. The quantitative sample includes 80 managers from these cultural centers. Data were collected using semi-structured, in-depth interviews and questionnaires.
Findings: The results indicate numerous problems and obstacles in implementing crisis management across three phases: before, during, and after a crisis. Most managers expressed dissatisfaction with the unfavorable conditions of crisis management. Key issues identified through analysis include a lack of necessary and continuous training for managers and employees of cultural centers, insufficient insurance coverage for buildings and collections, absence of a crisis control plan, ineffective and inconsistent communication with individuals and organizations specializing in crisis management, inadequate budget forecasting, and insufficient knowledge and skills in this area. Beyond financial, human, administrative, and structural resource limitations, a fundamental problem is the absence of an appropriate crisis management model. Such a model, serving as a roadmap for effective planning before (prevention), during, and after a crisis, is essential. Central Iran should develop and provide a suitable model based on the region’s climate to address these three phases effectively. Museums, libraries, and SNA centers play a vital role in developing research and preserving the history of every society. Therefore, they should incorporate the indigenous model of crisis management into their constitution. The priority is to control and prevent natural, man-made, and industrial disasters to minimize damage. This includes managing the crisis as it occurs, preserving and conserving buildings and works, and post-crisis activities such as restoration, transportation, and storage of works. Additionally, effective coordination between internal organizational units and external crisis management teams is essential. The results of this research provide a model for establishing order in the crisis management process and achieving optimal outcomes, especially when the crisis affects the two fundamental elements of manpower and cultural heritage.
Conclusion: It is obvious that the current research aims to improve crisis management in museum collections, libraries, and document centers across the country. The goal is to achieve this through effective knowledge management, utilizing both explicit and tacit knowledge within the organization. Success will be attained by valuing organizational members and secret management in the mind and turning it into animals with organization. Organization in it. Have access and we achieve this goal when we value the members of the organization and increase their abilities to produce, collect, and share knowledge.Success will be attained by valuing organizational members and secret management in the mind and turning it into an organization. Organization in it. Having access, we achieve this goal when we value the members of the organization and increase their abilities to produce, collect, and share knowledge. As presented in the research model, it is emphasized that motivating employees is essential for effective crisis management. This model suggests that increasing both the "motivational opportunities dimension" and the "rules and regulations dimension" is crucial. Management programs should be designed to minimize damage to existing capabilities within cultural collections and to develop the capacity to anticipate and prepare for crises in advance. Undoubtedly, proposing a management plan for cultural centers during crises caused by various natural and human-made disasters is a vital step toward protecting this valuable historical and cultural heritage. The dispersion of different departments within an organization, as well as among various organizations, following a crisis leads to disorganization and impairs crisis management capabilities. In this regard, by utilizing knowledge management and incorporating domestic and international experiences, a crisis management model can be developed for senior and middle managers within the organization. This model can be applied effectively in the short, medium, and long term. This research focuses on the field of crisis management. The results of the current research indicate that the best centers, given their significant responsibility in the field of research, should incorporate the principles and indigenous models of crisis management into their regulations. They should also monitor various crises and provide the necessary incentives to ensure implementation among their employees.