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  • 1.
    Alvinius, Aida
    et al.
    Försvarshögskolan, Institutionen för ledarskap och management (ILM).
    Larsson, Gerry
    Försvarshögskolan, Institutionen för ledarskap och management (ILM).
    Danielsson, Erna
    Structure versus freedom of action: Leadership during the rescue operation following the 2004 tsunami2010Inngår i: International Journal of Emergency Management, ISSN 1471-4825, E-ISSN 1741-5071, Vol. 7, nr 3-4, s. 304-322Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    The purpose of this study was to develop a theoretical understanding of leadership during a complex rescue operation following a major disaster in a foreign country. The analysis followed a grounded theory approach. Seventeen informants from three Swedish authorities were interviewed on leadership in the emergency handling of the 2004 tsunami in Southeast Asia. A theoretical conceptualisation was developed which includes three superior categories: antecedent conditions, situational constraints and core aspects of leadership. Within the last-mentioned superior category a core variable was identified: a balance between the need for structure and the need for freedom. Leaders who strive to create structure at the expense of freedom of action are less inclined to delegate and more likely to wear themselves out. Conversely, those who strive to create great freedom of action bypass many links in the organisational chain, thus 'short-circuiting' the organisation as a whole.

  • 2.
    Brown, Christer
    et al.
    Försvarshögskolan, Institutionen för säkerhet, strategi och ledarskap (ISSL), CRISMART (Nationellt Centrum för Krishanteringsstudier).
    Eriksson, Kerstin
    A Plan for (Certain) Failure: Possibilities for and Challenges of More Realistic Emergency Plans2008Inngår i: International Journal of Emergency Management, ISSN 1471-4825, E-ISSN 1741-5071, Vol. 5, nr 3/4, s. 292-310Artikkel i tidsskrift (Fagfellevurdert)
  • 3.
    Danielsson, Erna
    et al.
    Mittuniversitetet, Fakulteten för humanvetenskap, Avdelningen för samhällsvetenskap.
    Alvinius, Aida
    Försvarshögskolan, Institutionen för säkerhet, strategi och ledarskap (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Försvarshögskolan, Institutionen för säkerhet, strategi och ledarskap (ISSL), Ledarskapscentrum.
    From common operating picture to situational awareness2014Inngår i: International Journal of Emergency Management, ISSN 1471-4825, E-ISSN 1741-5071, Vol. 10, nr 1, s. 28-47Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    The purpose of this study is to investigate what influences the formation of a common operating picture and situational awareness during collaborative efforts to deal with complex disasters. Particular focus is given to the relationship between the operating picture and situational awareness. The study was conducted using qualitative interviews and a grounded theory approach, and is based on interview data from three crisis events. The results show that the operating picture is influenced by information coming together from different sources and forming a snapshot of the event, a portrait which changes and is updated over time, while organisational belonging, role and occupationally specific knowledge provide a framework for and influence situational awareness. The results also show that the operating picture forms the basis for an occupationally specific and role-based situational awareness and its subsequent decision-making. Further studies on the relation between common operating picture, sense making and situational awareness are discussed.

  • 4.
    Hedlund, Erik
    et al.
    Försvarshögskolan, Institutionen för ledarskap och ledning, Avdelningen för ledarskap och ledning i Stockholm.
    Lönngren, Camilla
    Försvarshögskolan, Centrum för totalförsvar och samhällets säkerhet, Avdelningen för uppdragsutbildning.
    Leadership, boundary spanners and team learning in crisis management2022Inngår i: International Journal of Emergency Management, ISSN 1471-4825, E-ISSN 1741-5071, Vol. 17, nr 3/4, s. 323-341Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    In early 2020, decision makers in Stockholm were concerned that intensive care units (ICUs) would fill up because of the massive spread of the coronavirus. Therefore, they decided that a group of doctors, a construction company and the Swedish Armed Forces would build a temporary hospital inside an exhibition hall. Using field study observations and in-depth interviews, this study investigates the role of boundary spanners and leadership in crisis management and team learning. Two types of boundary spanners were prevalent: the 'Leader' and the 'Expert', and together they are crucial for successful crisis management, and for team learning. This study contributes to filling a gap in research regarding the role of boundary spanners in team learning within and across teams. Results show that research into boundary spanners and team learning can use the variables in Edmondson's team learning model for thematic data analysis, and to describe and understand how boundary spanners can contribute to learning within and across teams, when collaborating in the mutual management of crises.

  • 5.
    Lönngren, Camilla
    et al.
    Försvarshögskolan, Centrum för totalförsvar och samhällets säkerhet, Avdelningen för uppdragsutbildning.
    Hedlund, Erik
    Försvarshögskolan, Institutionen för ledarskap och ledning, Avdelningen för ledarskap och ledning i Stockholm.
    Crisis management and forced collaboration: a case study during the coronavirus pandemic2023Inngår i: International Journal of Emergency Management, ISSN 1471-4825, E-ISSN 1741-5071, Vol. 18, nr 3, s. 317-334Artikkel i tidsskrift (Fagfellevurdert)
    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.

  • 6.
    Thielen, Alexander
    et al.
    Försvarshögskolan, Institutionen för säkerhet, strategi och ledarskap (ISSL), Ledarskapscentrum.
    Sivertun, Åke
    Försvarshögskolan, Militärvetenskapliga institutionen (MVI), Avdelningen för ledningsvetenskap och militärteknik (ALM), Sektionen för militärtekniska system (MteS).
    Hyllengren, Peder
    Försvarshögskolan, Institutionen för säkerhet, strategi och ledarskap (ISSL), Ledarskapscentrum.
    Alvinius, Aida
    Försvarshögskolan, Institutionen för säkerhet, strategi och ledarskap (ISSL), Ledarskapscentrum.
    Frames of the terrorist attack in Sweden: a qualitative study of true and fake news coverage2019Inngår i: International Journal of Emergency Management, ISSN 1471-4825, E-ISSN 1741-5071, Vol. 15, nr 3, s. 205-220Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    On 7 April 2017, a terrorist attack occurred in central Stockholm. A hijacked lorry was intentionally driven into crowds along a pedestrian street. The purpose of this study was to qualitatively explore how the media framed this terrorist attack. The data collection approach was inductive and explorative, mainly involving searching electronic media databases. The qualitative analysis of 1294 articles resulted in four overarching themes describing how the terrorist attack was framed in the media. These frames are as follows: the incident, framed as confirmed, unconfirmed and denied information; the perception of leadership and authorities as trustworthy; the site perceived as a place of sorrow; and crisis management framed as the initial and sequential framing of the professionals, the heroes and the villains. The primary conclusion is that true as well as fake news affects crisis management and public opinion, which may create challenges for the entire society within the crisis management area. 

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