Edward Deverell

Crises as Learning Triggers: Exploring a Conceptual Framework of Crisis-Induced Learning

This article contributes to the debate on organizational learning from crisis by shedding light on the phenomenon of crises as learning triggers. To unveil theoretical patterns of how organizational crisis-induced learning may appear and develop, I suggest a conceptual framework based on concept categories and answers to four fundamental questions: what lessons are learned (single- or double-loop)?; what is the focus of the lessons (prevention or response)?; when are lessons learned (intra- or intercrisis)?; is learning blocked from implementation or carried out (distilled or implemented)? The frameworks applicability is explored in a study of how a Swedish utility and the city of Stockholm responded to two large-scale blackouts in Stockholm. The final sections suggest four propositions for further research.

Flexibility and Rigidity in Crisis Management and Learning at Swedish Public Organizations

Abstract To date the relationship between crises, organizational crisis management, and learning has been understudied. In an effort to broaden theoretical understandings of the relation between crisis and learning, this article analyses the crisis management and learning processes of two public organizations during a sequence of two failures. A framework of rigidity versus flexibility in response is utilized in the analysis. The findings are discussed in relation to their implications for the nexus between crisis and learning. The study concludes by raising four hypotheses for further research.

Post mortem crisis analysis: dissecting the London bombings of July 2005

Purpose – Taming the complexity of crisis and integrating diverse narratives and sources regarding crisis events is a serious challenge. The purpose of this paper is to present a methodology for re ...

Investigating the Roots of Crisis Management Studies and Outlining Future Trajectories for the Field

Abstract This article presents a review of some literatures that have been instrumental in forming at times disparate scholarly thoughts on managerial and operational decision-making and behavior during extraordinary events into the nascent academic field known as crisis management studies. The article outlines some of the most influential literature streams, presents their main findings, reveals four significant knowledge gaps in the present literature, and calls for future crisis management research to direct attention to the organization as the principal level of analysis.

EU armed forces and social media: convergence or divergence?

Abstract This article explores how armed forces in EU member states work with and view social media in national and international settings, and what the patterns of convergence/divergence are on these issues. To that end, a questionnaire targeted at EU armed forces was constructed. An index of qualitative variation was calculated to explore the relative convergence among respondents (n = 25) on issues of risks and opportunities with using social media nationally and internationally. Consistent with previous research on European armed forces, we found higher levels of divergence than convergence. Contrary to our expectations that similar challenges, joint international standards, and membership in international organizations would foster convergence with regard to social media use in areas of deployment, we found that convergence appeared foremost pertaining to the domestic level. Policy divergence was strongest in areas of deployment.