Journal of Homeland Security and Emergency Management
Editor-in-Chief: Renda-Tanali, Irmak
Managing Editor: McGee, Sibel
4 Issues per year
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
Learning from Crisis: A Framework of Management, Learning and Implementation in Response to Crises
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.
Here you can find all Crossref-listed publications in which this article is cited. If you would like to receive automatic email messages as soon as this article is cited in other publications, simply activate the “Citation Alert” on the top of this page.