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Flexibility and Rigidity in Crisis Management and Learning at Swedish Public Organizations

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  • Edward Deverell

Abstract

To date the relationship between crises, organizational crisis management, and learning has been understudied. In an effort to broaden theoretical understandings of the relation between crisis and learning, this article analyses the crisis management and learning processes of two public organizations during a sequence of two failures. A framework of rigidity versus flexibility in response is utilized in the analysis. The findings are discussed in relation to their implications for the nexus between crisis and learning. The study concludes by raising four hypotheses for further research.

Suggested Citation

  • Edward Deverell, 2010. "Flexibility and Rigidity in Crisis Management and Learning at Swedish Public Organizations," Public Management Review, Taylor & Francis Journals, vol. 12(5), pages 679-700, September.
    • Handle: RePEc:taf:pubmgr:v:12:y:2010:i:5:p:679-700
    DOI: 10.1080/14719031003633946
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    Cited by:

    1. Michael Yao-Ping Peng & Zhaohua Zhang & Hsin-Yi Yen & Shu-Mi Yang, 2019. "Dynamic Capabilities and Firm Performance in the High-Tech Industry: Quadratic and Moderating Effects under Differing Ambidexterity Levels," Sustainability, MDPI, vol. 11(18), pages 1-15, September.
    2. Jan Brzozowski & Marco Cucculelli, 2016. "Learning from crisis: a systematic literature review," Mo.Fi.R. Working Papers 123, Money and Finance Research group (Mo.Fi.R.) - Univ. Politecnica Marche - Dept. Economic and Social Sciences.

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