Organizing after Crisis
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More About This Title Organizing after Crisis

English

How do actors organize after crisis? Do they «simply» return to normal? The post-crisis phase is anything but a linear process. Actors and their practices may be transformed by learning from crises and by implementing the lessons.
In this volume, 19 contributors from 7 countries analyse how learning happens after crisis in a dynamic political environment where framings, strategies, discourses, interests and resources interact. Exploring various policy sectors, they ask whether and in what ways organizations in charge of crisis management perform well. Where political responsibility is located? What changes do lessons trigger at political, organizational and individual levels? The book answers these questions by addressing issues like blame and responsibility but also the influence of communication, social dynamics and the institutional environment.

English

Nathalie Schiffino is Professor of Political Science at the Université catholique de Louvain (UCL). She is member of the Institut de sciences politiques Louvain-Europe (ISPOLE). Her research on policy analysis investigates risk and crisis.
Laurent Taskin is Professor of Human Resource and Organization Studies at the Louvain School of Management (UCL).
Céline Donis, PhD in Management (UCL), is member of the Louvain School of Management Research Institute. Her research adopts a spatial perspective to study new forms of work organization.
Julien Raone, PhD in Political Science (UCL), is member of the Institut de sciences politiques Louvain-Europe At the crossroad of political science and organization studies, his research is anchored in a critical
perspective on public management.

English

Contents: Arjen Boin/Paul ‘t Hart: Foreword – Nathalie Schiffino/Laurent Taskin/Céline Donis/Julien Raone: Public organizations at stake. Introducing the challenges of learning after crisis – Edward Deverell/Jonatan Stiglund: Crisis: Designing a method for organizational crisis investigation – Shari Veil: Learning: Beyond the ideals of mindful learning. Generating actionable strategies for crisis management from organizational knowledge – Thomas Meszaros/Clément Morier: Crisis management lessons from modeling – Antje Witting/Stéphane Moyson: Learning in post-recession framing contests: Changing UK road policy – Annika Brändström/Marij Swinkels: Crisis accountability and career management in The Netherlands – Carole Lalonde/Christophe Roux-Dufort: Learning and organizational vulnerability. A critical analysis of control and punishment in a Québec health center – Gabriel Blouin Genest: Health risks and political crises in Canada. A critical analysis of the public-private partnerships – Céline Donis/Julien Raone/Nathalie Schiffino/Laurent Taskin: Understanding organizational learning from societal risks. A typology for assessing organizational coherence – Megan Warnement/Thomas Birkland: Organizational and policy learning. Post crisis assessments – Eric Stern: Bridging the crisis learning gap. From theory to practice – Nathalie Schiffino/Laurent Taskin/Céline Donis/Julien Raone: Conclusion: How do organizations learn from crisis and implement lessons? Concluding remarks and perspectives.
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