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Antinomies of Crisis Management and Organizational Learning

Author

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  • Batorski, Jarema

Abstract

Organizational crises may be conducive to the process of intensive organizational knowledge acquisition. Actions undertaken in terms of crisis management often constitute the means for organizational learning. The conflict between innovative learning (double-loop learning), in which both the assumptions and the standards/strategies are modified, and routine learning (single-loop learning), which concerns only the action strategies (behaviours), constitutes a potential paradox. The conflict between exploration and exploitation can also pose a potential problem for organizational learning.

Suggested Citation

  • Batorski, Jarema, 2014. "Antinomies of Crisis Management and Organizational Learning," MPRA Paper 56944, University Library of Munich, Germany.
    • Handle: RePEc:pra:mprapa:56944
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    File URL: https://mpra.ub.uni-muenchen.de/56944/1/MPRA_paper_56944.pdf
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    References listed on IDEAS

    as
    1. Christine Pearson & Christophe Roux-Dufort & Judith A. Clair, 2007. "International handbook of organizational crisis management," Post-Print hal-02298082, HAL.
    2. Christine Pearson & Christophe Roux-Dufort & Judith A. Clair, 2007. "International handbook of organizational crisis management," Post-Print hal-01892767, HAL.
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    More about this item

    Keywords

    crisis management; organizational learning;

    JEL classification:

    • D83 - Microeconomics - - Information, Knowledge, and Uncertainty - - - Search; Learning; Information and Knowledge; Communication; Belief; Unawareness
    • O31 - Economic Development, Innovation, Technological Change, and Growth - - Innovation; Research and Development; Technological Change; Intellectual Property Rights - - - Innovation and Invention: Processes and Incentives

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