Learning under Uncertainty
Networks in Crisis Management
Bibliographic Data
| ID | 6361937 |
|---|---|
| Authors | Donald P Moynihan (0000-0003-4097-6908, corresponding author) |
| Year | 2008 |
| Volume | 68 |
| Issue | 2 |
| Pages | 350-365 |
| Publication date | 2008-02-08 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/j.1540-6210.2007.00867.x |
| OpenAlex | W2165416955 |
| Language | EN |
| Citations received | 112 |
| References cited | 41 |
This article examines learning in networks dealing with conditions of high uncertainty. The author examines the case of a crisis response network dealing with an exotic animal disease outbreak. The article identifies the basic difficulties of learning under crisis conditions. The network had to learn most of the elements taken for granted in more mature structural forms—the nature of the structural framework in which it was working, how to adapt that framework, the role and actions appropriate for each individual, and how to deal with unanticipated problems. The network pursued this learning in a variety of ways, including virtual learning, learning forums, learning from the past, using information systems and learning from other network members. Most critically, the network used standard operating procedures to provide a form of network memory and a command and control structure to reduce the institutional and strategic uncertainty inherent in networks
Business · Control (management · Crisis management · Economics · Knowledge management · Learning network · Machine learning · Management · Management science · Network structure · Risk analysis (engineering · Variety (cybernetics · Artificial Intelligence · Complex Systems and Decision Making · Computer Science · Disaster Management and Resilience · Public Relations and Crisis Communication
Administrative Capacity in Public Crisis Management—Better Than Its Reputation?
Individual Uncertainty and Policy Compliance During the Covid‐19 Pandemic
Crisis‐Induced Adaptive Capacity
Cross-Level Weaving
From Sars to Covid-19
Driving the effectiveness of public health emergency management strategies through cross-departmental collaboration
The adaptive shift
Navigating dual hazards
Alignment between Disaster Policies and Practice
The Covid-19 pandemic as a game changer for public administration and leadership? The need for robust governance responses to turbulent problems
Manager characteristics and early innovation adoption during crises
Sustaining crisis-driven collaborative public sector innovations
Performance management, gaming and regulatory monitoring
Core-periphery structure and power imbalance in disaster management networks
Designing response networks in turbulent times
Creeping crises and public administration
Political and administrative decentralization and responses to Covid-19
The role of social capital in SMEs for polycrisis management
Interpretive structural modelling of inter-agency collaboration risk in public safety networks
Polycentric crisis response and societal resilience
Managing Transboundary Crises
The Politics of Crisis Management
Collaborative Decision-Making in Emergency and Disaster Management
Public–nonprofit Partnership Performance in a Disaster Context
Public administration and politics meet turbulence
Advocacy Coalitions in Crisis Resolution
Institutional and Political Leadership Dimensions of Cascading Ecological Crises
Management strategies in response to an institutional crisis
Managing Crises Collaboratively
Identifying the Causes, Consequences, and Solutions to the Flint Water Crisis Through Collaborative Modeling
Inter-organisational learning in public safety management system
Collaborative emergency management and national emergency management network
Resource capability for local government in managing disaster
The Incident Command System
I know better
Blame‐avoidance and fragmented crisis management during the Covid‐19 pandemic in Switzerland
All roads lead to Paris
Image and Substance Failures in Regional Organisations
Adapting to Crisis
Global networks and global change-induced tipping points
Once bitten, twice shy
Can Intergovernmental Learning Enhance Effectiveness? A New Perspective From Policy Uncertainty
Explaining the Variance of City Response to the Covid ‐19 Pandemic in China
Capacity‐Learning Paradox
The Diffusion of State Firearm Regulations
Intra-Crisis Lesson-Drawing in Real-Time
The EU’s vaccine strategy
Linking crises
Bridging collaboration gaps in fragmented environmental governance systems
Agility amid uncertainties
Sustaining collaborations after a crisis
Cognition and policy change
Crafting accountability policy
Collaborative crisis management
Kriseninternes Lernen“ und „krisenübergreifendes Lernen“ in der deutschen Kommunalverwaltung
Comparative Public Policy Analysis of Covid-19 as a Naturally Occurring Experiment
Towards a Collaborative Cross-border Disaster Management
Accountable Climate Governance
Dimensions of strategic intervention for risk reduction and mitigation
Sense of community responsibility at the forefront of crisis management
Routines amid the unpredictable
The weakness of weak ties
Preparedness for slow‐onset environmental disasters
Policy learning over a decade or more and the role of interests therein
European Union Responses to the Covid-19 Pandemic
EU economic governance and Covid-19
Reconsidering expertise for public policymaking
Crisis Learning and Flattening the Curve
Stimulating and Supporting Agency Learning
Understanding Collaboration in Disaster Assistance Networks
Singapore’s Responses to the Covid-19 Outbreak
Navigating the uncharted
Intra-crisis learning and prospective policy transfer in the Covid-19 pandemic
Trump’s (mis)management of the Covid-19 pandemic in the US
Post-crisis learning in public agencies
Crisis management from a relational perspective
Public–Private Collaboration Led by Private Organizations in Combating Crises
An Unnatural Disaster
Structure and Network Performance
Covid‐19 in our lives
Fighting Covid ‐19 with Agility, Transparency, and Participation
Making Connections
Governor's political affiliation and stringent Covid ‐19 policy
Your Money, Your Life, or Your Freedom? A Discrete‐Choice Experiment on Trade‐Offs During a Public Health Crisis
Connecting with New Partners in Covid ‐19 Response
What Drives Successful Administrative Performance during Crises? Lessons from Refugee Migration and the Covid‐19 Pandemic
Decision Biases and Heuristics Among Emergency Managers
Fiscal Responses to Covid ‐19
What Have We Learned since September 11, 2001? A Network Study of the Boston Marathon Bombings Response
The Effect of Health and Economic Costs on Governments’ Policy Responses to Covid ‐19 Crisis under Incomplete Information
Unknowns, Black Swans, and Bounded Rationality in Public Organizations
How do governments learn from ad hoc groups during crises? From Sars to Covid-19
The role of open government data and co-creation in crisis management
Combining Structural Forms in the Search for Policy Tools
Towards a temporal theory of refugee crisis response
Intercrisis learning in disaster response network
Organizational Memories of Extreme Events
Organizational adaptation to dynamic environments
Performance and Management in the Public Sector
Policy Diffusion
The Cybernetic Theory of Decision
The Politics of Crisis Management
Managing Uncertainties in Networks
Bounded Rationality and Organizational Learning
Organizational Learning
High Reliability Organizations
Reframing Crisis Management
Learning by Association? Interorganizational Networks and Adaptation to Environmental Change.
The fifth discipline, the art and practice of the learning organization
The Incident Command System
Crisis and Learning
Research in Organizational Behavior
Exploration and Exploitation in Organizational Learning
The Impact of Accountability on Judgment and Choice
Disaster Response
The Politics of Crisis Management
Structures for Policy Implementation
Organized Behavior in Disaster
Public Leadership in Times of Crisis
Governing by Looking Back
States of emergency
Goal-Based Learning and the Future of Performance Management
Managerial Values and Accountability Pressures
Working in Practice But Not in Theory
Influences of Organizational Culture on Learning in Public Agencies
Modes of Network Governance
Governing the Hollow State
After Disaster
Organized Behavior in Disaster
| Unique citing works | 112 |
|---|---|
| Citations per year | 5,33 |
| Citation span | 2005 - 2026 (22) |
| Citation velocity | current |
| Highly cited | Yes |
| Citation types | Neutral: 112 |