Ad hoc crisis management and crisis evasion Online publication date: Mon, 31-Jan-2005
by Tobin Hensgen, Kevin C. Desouza, J. Roberto Evaristo
International Journal of Technology, Policy and Management (IJTPM), Vol. 4, No. 3, 2004
Abstract: We maintain the lack of organisational consideration for the affects of ''emergence'' is the real culprit in terms of organisational crises. Emergence discards the notion that organisations are deterministic and top-down in nature in favor of the view that holds an organisation's existence depends on rules of evolution that include a capacity to realise and react to adapt to sudden changes as they occur. Such changes provide ''new'' information that is often ignored although it may indicate a better way to handle an evolving situation before it reaches fruition. We assert that the sheer complexity associated with the information infrastructure that might have averted many disasters makes a human top-down or any a priori ordered approach to crisis inadequate. The study of emergence, specifically during impending crisis, employs an ad hoc method intended to anticipate problems before they develop and should be regarded as a relevant step toward evading crisis.
Online publication date: Mon, 31-Jan-2005
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Technology, Policy and Management (IJTPM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email firstname.lastname@example.org