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The difficulties of improvising in a crisis situation: A case study

Author

Listed:
  • Christophe Roux-Dufort

    (EM - EMLyon Business School)

  • Bénédicte Vidaillet

Abstract

Whereas certain crisis situations seem to favor the emergence of improvised modes of action, other situations highlight the actors' inability to improvise. A case study of crisis where 4 groups of actors were involved is presented. Even though the situation under study presents a combination of conditions that were likely to both favor and hinder improvisation, the observations of the case suggest a lack of improvisation in the management of the crisis. The analysis leads to suggestions that: 1. The emergency of improvisation depends on critical thresholds beyond which certain conditions favoring improvisation become conditions hindering improvisation. 2. The involvement of several groups with strong professional identities leads the actors to rely on their identities and to repeat the roles they have learned. 3. The combination of an absence of interaction among the group, and of maintenance of strong intra-group modes of interactions, hinders the process of collective sensemaking that is necessary to improvise

Suggested Citation

  • Christophe Roux-Dufort & Bénédicte Vidaillet, 2003. "The difficulties of improvising in a crisis situation: A case study," Post-Print hal-02311674, HAL.
    • Handle: RePEc:hal:journl:hal-02311674
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    Cited by:

    1. Mariano, Stefania & Laker, Benjamin, 2024. "On-the-fly decision making within organizations: A systematic literature review and future research directions," Journal of Business Research, Elsevier, vol. 174(C).
    2. Dariusz Sobotkiewicz, 2021. "Changes in the Strategies and Structures of Subsidiaries of Multinational Corporations during the Covid 19 Pandemic," European Research Studies Journal, European Research Studies Journal, vol. 0(4), pages 723-736.
    3. Mahmoud M. H. Alayis & Nermine Atteya, 2023. "Executive Decisions in Emergencies and Innovation in Supply Chain: A Suggested Model," International Journal of Business and Management, Canadian Center of Science and Education, vol. 18(5), pages 220-220, October.
    4. Anouck Adrot & Jean-Luc Moriceau, 2013. "Introducing performativity to crisis management theory : an illustration from the 2003 French heat wave crisis response," Post-Print hal-01451075, HAL.
    5. Madeleine Besson & Laure Lavorata, 2013. "Adaptation des systèmes de contrôle en temps de crise. Perceptions et réactions des commerciaux," Post-Print hal-01123789, HAL.

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