Title: The role of team efficacy in crisis management

Authors: Asako Takada

Addresses: Takachiho University, 2-19-1, Omiya Suginami-ku, Tokyo 194-0041, Japan

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.

Keywords: self-organisation; team efficacy; crisis management; Japan; efficacy cycle; emergency management; decision making.

DOI: 10.1504/IJEM.2004.005229

International Journal of Emergency Management, 2004 Vol.2 No.1/2, pp.35 - 46

Published online: 13 Sep 2004 *

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