Organizational crises, and by extension, crisis management, are best understood within a contextualized, processual orientation (versus a discrete and isolated occurrence perspective). Within this context, classic and emergent research along with potential directions for future research are considered within the various modes of crisis management that are present before, during, and after specific disruptive events. These modes include crisis prevention and enterprise risk management; crisis planning (i.e., business continuity, contingency planning, and disaster recovery); crisis management via crisis communications and leadership; and, the use of organizational learning to avert future deterioration of processes that can result in disruptive events. Although various pieces of classic research in the field of crisis management retain their currency in present-day research and practice, the evolution of various crisis-relevant frameworks and constructs point to specific avenues for future research, as do bibliographic synthesis of prior research. Important new fields of research have also emerged in parallel to new technological and social innovations, namely, social media. Moreover, current trends toward positive, more holistic and spiritually informed ways of understanding and managing crisis have grown, stimulating new research directions.