Crisis-induced learning in Public sector organizations
How do public organizations respond to crises? How do public organizations learn from crises? Despite decades of crisis management research, these seemingly straightforward questions still pose virtual puzzles for crisis management scholars. In his doctoral dissertation Edward Deverell sets out to increase theoretical knowledge on crisis management and crisis-induced learning by addressing some of the most crucial lacunae of contemporary crisis management research. In his dissertation, Deverell calls for increased structuration and feasible models to help us understand and explain various important factors influencing the crisis management and learning process. He argues that organizations play a key role in crisis management and therefore he brings together debates on crisis management and crisis-induced learning from an organization theory and public management perspective. In an effort to bridge knowledge gaps regarding crisis-induced learning processes in general and learning during the crisis management process in particular, Deverell examines crisis management and crisis induced learning during and after crisis as a unified process.
The aim of the dissertation is to increase understanding of crisis response and crisis learning in public organizations. In doing so, Deverell presents a sophisticated analysis of six cases of Swedish public sector organizations mapped out according to a process tracing and case reconstruction approach. Cases included in the study are the Swedish Defence Research Agency’s management of hoax Anthrax letters in 2001, the energy utility Birka Energi’s and the city of Stockholm’s organizational responses to two cable fires causing blackouts in Stockholm in 2001 and 2002, and three media organizations’ (Sveriges Radio, TV4 and Sveriges Television) management of broadcasting challenges on 11 September 2001. The cases are further analyzed according to two broad avenues: first an explorative avenue to increase understanding of how to study crisis management and learning processes, and second an explanatory avenue to explain why some of the case narratives and decision making processes differed. The insights from each of the respective case studies are developed into propositions presented throughout the thesis.
Format: Mjuk pärm
Serie: Crismart (A publication of the Crisis Management Europe Research Program)