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  • 1.
    Deverell, Edward
    et al.
    Försvarshögskolan, Institutionen för säkerhet, strategi och ledarskap (ISSL), CRISMART (Nationellt Centrum för Krishanteringsstudier).
    Olsson, Eva-Karin
    Försvarshögskolan, Institutionen för säkerhet, strategi och ledarskap (ISSL), CRISMART (Nationellt Centrum för Krishanteringsstudier).
    Organizational culture effects on strategy and adaptability in crisis management2010Inngår i: Risk Management: An International Journal, ISSN 1460-3799, E-ISSN 1743-4637, Vol. 12, nr 2, s. 116-134Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    This article presents a typology of temporal organizational responsesto crises in public perception aimed at examining the ability of organizations torestructure in order to cope with acute crisis management challenges. The typologyis based on organizations ’ capacities to launch crisis management strategies andadapt their managerial and operational levels to deal with crises. According to thetypology, the Fully Adapting Organization manages to adapt both its strategy andits managerial and operational levels to deal with the crisis. The Semi-AdaptingOrganization changes its strategy but lacks the capacity to change managerial andoperational levels according to the new strategy. The Non-Adapting Organizationdoes not grasp the importance of strategy change in the first place. Based on threeinductive case studies the study concludes that organizational culture plays animportant role in this process where the Semi and the Non-Adapting organizationswere dominated by strong expert cultures that proved to be less inclined to change.In contrast, the Fully Adapting Organization had deliberately fostered an organizationalculture in which flexibility was a cornerstone.

  • 2.
    Olsson, Eva-Karin
    Försvarshögskolan, Institutionen för säkerhet, strategi och ledarskap (ISSL), CRISMART (Nationellt Centrum för Krishanteringsstudier).
    Transboundary crisis networks: The challenge of coordination in the face of global threats2015Inngår i: Risk Management: An International Journal, ISSN 1460-3799, E-ISSN 1743-4637, Vol. 17, nr 2, s. 91-108Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    In today's interconnected world, transboundary crises such as pandemics, ecological and financial crises are becoming both more frequent and more devastating. The transboundary nature of these threats requires actors at various administrative and geographical levels to create joint responses which, at the aggregated level, form the basis of a global crisis management network. However, the forming of such a network is challenged by ambiguity, complexity and uncertainty in terms of responsibility, cooperation and mandates. In order to overcome these deficiencies, the network should develop a delicate mix of organizational robustness and flexibility. The article explores the preconditions and functioning of such a global crisis management health network by proposing a model based on coordination systems and practices of importance to the response. The SARS outbreak in 2003 will be used to illustrate the model. The article ends by exploring the preconditions for global crisis management based on how levels of formalization may impact on the network's capacity for adaptation and coordination.

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