The role of team efficacy in crisis management
by Asako Takada
International Journal of Emergency Management (IJEM), Vol. 2, No. 1/2, 2004

Abstract: What is the difference between a team that can absorb a crisis and one that cannot? Based on three case studies - the Tokyo subway sarin poisoning incident in 1995, which was conducted by the AUM cult; Sumitomo Electric Industries, Ltd. (SEI), after the Hanshin Awagi Earthquake in 1995 when it faced the collapse of its main plant; and the air accident case of United Airlines Flight 232 - I can observe the existence of an efficacy cycle, and many managers have used this cycle unconsciously and produced successful results. For this to take place, an important feature is a mechanism that permits a team to be independent from its mother organisation and have autonomous and free decision-making authority.

Online publication date: Mon, 13-Sep-2004

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