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Crisis management and forced collaboration: a case study during the coronavirus pandemic
Swedish Defence University, Centre for Societal Security, Executive Education Division.
Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Stockholm.
2023 (English)In: International Journal of Emergency Management, ISSN 1471-4825, E-ISSN 1741-5071, Vol. 18, no 3, p. 317-334Article in journal (Refereed) Published
Abstract [en]

This article investigates one crisis management effort during the COVID-19 pandemics first wave in Stockholm, Sweden. Decision-makers in Stockholm were afraid that intensive care unit beds would run out due to the massive spread of the virus and therefore decided to build a temporary hospital in an exhibition hall outside Stockholm. Using field study observations and interviews, this article uses grounded theory method to describe what happened between two actors, a hospital and a regional administrative body, during this process. These two actors, in this article called the Operational and the Administrative organisations, are two separate but dependent actors who had to collaborate during this crisis. The crisis management process can be seen as forced collaboration. By investigating the different phases of the crisis management, we found that there were conflicting situational assessments, conflicting actions, power play and stereotyping, which contributed to making collaboration and crisis management difficult.

Place, publisher, year, edition, pages
2023. Vol. 18, no 3, p. 317-334
Keywords [en]
crisis management, COVID-19, collaboration, grounded theory, Sweden
National Category
Other Social Sciences not elsewhere specified
Research subject
Leadership and Command & Control
Identifiers
URN: urn:nbn:se:fhs:diva-11189OAI: oai:DiVA.org:fhs-11189DiVA, id: diva2:1717751
Available from: 2022-12-09 Created: 2022-12-09 Last updated: 2023-10-12Bibliographically approved

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Lönngren, CamillaHedlund, Erik

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CiteExportLink to record
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Output format
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