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Journal of Homeland Security and Emergency Management

Editor-in-Chief: Renda-Tanali, Irmak

Managing Editor: McGee, Sibel

IMPACT FACTOR 2017: 0.712

CiteScore 2017: 0.92

SCImago Journal Rank (SJR) 2017: 0.242
Source Normalized Impact per Paper (SNIP) 2017: 0.615

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Learning from Crisis: A Framework of Management, Learning and Implementation in Response to Crises

Edward Deverell / Eva-Karin Olsson
Published Online: 2009-12-15 | DOI: https://doi.org/10.2202/1547-7355.1574

This study deals with the relationship between organizational flexibility, crisis response and learning. As a point of departure we use previous research from the field of crisis management which tells us that experience can shape crisis responses in two ways: as a way of repeating former routines or as a precondition for improvisation. Based on an abductive study we argue that the mandates of top-managerial teams, where we differentiate between centralized and decentralized, are closely connected to the way organizations learn – in behavioral or cognitive modes. Our findings from two case studies show how the decentralized managerial group learned in a behavioral fashion by creating new formal policies and structures, while organizational members in the centralized managerial group relied on individual cognitive structures as a way of 'storing' lessons learned. The study ends by discussing the findings from a crisis management perspective, where we propose that the two modes of learning profoundly affect the crucial issue of flexibility in organizational crisis response.

Keywords: learning agents; crisis management; organizations

About the article

Published Online: 2009-12-15

Citation Information: Journal of Homeland Security and Emergency Management, Volume 6, Issue 1, ISSN (Online) 1547-7355, DOI: https://doi.org/10.2202/1547-7355.1574.

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