To the edge and beyond
How fast-response organizations adapt in rapidly changing crisis situations
Bibliographic Data
| ID | 9890950 |
|---|---|
| Authors | Jan Kees Schakel (VU UNIVERSITY AMSTERDAM, THE NETHERLANDS,), Jan-Kees Schakel (0000-0002-4619-9313, corresponding author), Jeroen Wolbers (0000-0003-3296-4130, Leiden University, The Netherlands,, corresponding author) |
| Year | 2021 |
| Volume | 74 |
| Issue | 3 |
| Pages | 405-436 |
| Publication date | 2021-03-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/0018726719893450 |
| OpenAlex | W2995494434 |
| Language | EN |
| Citations received | 8 |
| References cited | 68 |
Fast-response organizations excel in mounting swift and coordinated responses to unexpected events. There are a multitude of conflicting explanations why these organizations excel. These range from acknowledging the strengths of centralized command and control structures, towards stressing the importance of decentralized, improvised action. Though this dichotomy is derived from studies offering either structure or action-based explanations, we were able to reconcile these insights by looking into the process of how fast-responders organize themselves during an unfolding crisis. We analyzed 15 high-speed police pursuits crossing multiple administrative units and jurisdictions, and interviewed and observed officers at work in multiple operations centers, police cars, and helicopters. Our analysis uncovered that fast-responders regularly transition between designed, frontline, and partitioned modes of organizing, each characterized by practices that shape command, allocation, and information sharing. Success and failure are rooted in the ability of the responders to adapt their mode of organizing by tacking back and forth between these practices. Based on our findings, we constructed a process model that provides a deeper understanding of fast-response organizing that informs future studies on organizing in extreme contexts
Action (physics · Business · Collective action · Command and control · Control (management · Crisis response · Knowledge management · Multitude · Political science · Process (computing · Process management · Public relations · Sociology · Work (physics · Artificial Intelligence · Computer Science · Disaster Management and Resilience · Disaster Response and Management · Engineering · Law · Public Relations and Crisis Communication
Coping with chaos at Fukushima Daiichi
Rethinking crisis leadership through leadership-as-practice
Crisis-as-practice
Ready, set, crisis – transitioning to crisis mode in local public administration
Police Violence as Organizational Enactment of the State of Exception
The double-edged sword effect of crisis event strengths on employee proactivity
Toward a typology of boundaries in crisis management
Crisis management in practice
Inter-organizational coordination in extreme events
Life in the Trading Zone
Toward a Theory of Situation Awareness in Dynamic Systems
Explaining success and failure in crisis coordination
Expecting the Unexpected? How SWAT Officers and Film Crews Handle Surprises
Coordination in Fast-Response Organizations
Team Implicit Coordination Processes
The Incident Command System
Gaffers, Gofers, and Grips
Community Emergency Planning
Bringing Work Back In
Coordinating Expertise Among Emergent Groups Responding to Disasters
Organizational Response to Adversity
Constructing mystery
Strategies for Theorizing from Process Data
Organizing and the Process of Sensemaking
Seeking Qualitative Rigor in Inductive Research
The practice turn in contemporary theory
The Routledge Companion to Risk, Crisis and Emergency Management
American Dunkirk
The Politics of Crisis Management
Facing the Unexpected
Emergent phenomena and the sociology of disaster
Success? Failure? Something in-between? A framework for evaluating crisis management
Perceptions and performances of experienced incident commanders
The challenges of coordination in national security management – the case of the terrorist attack in Norway
Into hot air
In the Death Zone
The critical period of disasters
Organizing to counter terrorism
Competence in professional practice
Overcoming dysfunctional momentum
The 1996 Mount Everest climbing disaster
The Network Governance of Crisis Response
Crisis Management in Hindsight
Collaboration and Leadership for Effective Emergency Management
Elements of Resilience After the World Trade Center Disaster
Effective Emergency Management
| Unique citing works | 8 |
|---|---|
| Citations per year | 2 |
| Citation span | 2022 - 2026 (5) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 8 |