Managing Uncertainty in Crisis Exploring the Impact of Institutionalization on Organizational Sensemaking 1st Edition by Xiaoli Lu 9811039904 9789811039904

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ISBN-10 :  9811039904 

ISBN-13 : 9789811039904

Author:  Xiaoli Lu 

This book studies the variety of organizational strategies selected to cope with critical uncertainties during crises. This research formulates and applies an institutional sense-making model to explain the selection of strategies for coping with uncertainties during crises to answer the question why some organizations select a rule-based strategy to cope with uncertainties, whereas others pursue a more ad hoc-based strategy. It finds that the level of institutionalization does not affect strategy selection in the initial phase of responding to crises; that three rigidity effects can be identified in the selection of sense-making strategies once organizations have faced the failure of their selected strategies; that discontinuities in the feedback loop of sense-making do not necessarily move organizations to switch their sense-making strategies, but interact with institutionalization to contribute to switching sense-making strategies. This book bridges the gap between institutional thinking and crisis management theorizing. A major step forward in the world of crisis management studies! ——Professor Arjen Boin, Leiden University, the Netherlands In a world of increasingly complex, sociotechnical systems interacting in high-risk environments, Professor Lu’s analysis of how organizations manage uncertainty is both timely and profound.

Managing Uncertainty in Crisis Exploring the Impact of Institutionalization on Organizational Sensemaking 1st Table of contents:

1 Managing Uncertainty in Crisis Sensemaking: A Core Challenge for Public Leadership
1.1 Introduction: Exploring the Black Box of Dealing with Uncertainty in Crises
1.2 Uncertainty in Crises as a Challenge to Crisis Managers
1.2.1 Challenges for Crisis Managers
1.3 Research Puzzle: Explaining the Variation of Strategies for Coping with Uncertainties in Crises
1.4 Research Strategy: Towards an Institutional Sensemaking Model
1.4.1 Comparative Case Study
1.5 Research Aims and Outline
1.5.1 Outline
2 Coping with Uncertainty: Towards an Institutional Sensemaking Model
2.1 Introduction
2.2 Causes of Diversity in Strategy Selection: Different Types of Uncertainties
2.3 Causes of Diversity in Strategy Selection: Psychological Factors
2.3.1 Coping with Uncertainty: Individual Cognition Matters
2.3.2 Coping with Uncertainty: Prior Experience Matters
2.4 Causes of Diversity in Strategy Selection: Organizational Factors
2.4.1 Coping with Uncertainties: Information Processing Matters
2.4.2 Coping with Uncertainty as a Sensemaking/Organizing Process
2.4.3 Coping with Uncertainties: Institutions Matter I
2.5 Causes of Diversity in Strategy Selection: The Macro Environment
2.5.1 Coping with Uncertainties: Institutions Matter II
2.6 Towards an Institutional Sensemaking Model
2.7 Conclusion
3 Exploring the Influence of Institutionalization on Sensemaking in Crises: A Research Design
3.1 Introduction
3.2 Defining and Operationalizing Key Variables
3.2.1 Defining Uncertainty in a Crisis
3.2.2 The Dependent Variable: Strategy Selection
3.2.3 Mapping Out the Dimensions of Institutionalization as Independent Variables
3.2.3.1 Institutionalization: The Internal Dimension
3.2.3.2 Institutionalization: The External Dimension
3.2.4 A New Typology of Organizations Based on Institutionalization
3.3 Towards an Empirical Exploration of Institutional Sensemaking: Integrating Comparative-Case Stud
3.3.1 Case Selection and Data Sources
3.3.2 Data Analysis: Process Tracing and Theory Development
4 The U.S. Federal Emergency Management Agency and the 2005 Great New Orleans Flood: A Deinstitution
4.1 Introduction
4.2 The Big Easy: A Vulnerable City Hit by a Predictable Top 10 Catastrophic Event
4.3 The Deinstitutionalization of FEMA
4.3.1 Federal Emergency Management Policy in the United States
4.3.2 A Shining Star Among Federal Agencies: FEMA Before 2001
4.3.2.1 FEMA’s Internal Institutionalization
4.3.2.2 FEMA’s External Institutionalization
4.3.3 FEMA’s Deinstitutionalization After 9/11
4.3.3.1 FEMA’s Internal Deinstitutionalization After 9/11
4.3.3.2 FEMA’s External Deinstitutionalization After 9/11
4.4 FEMA and the Great New Orleans Flood: Identifying Uncertainties and Coping Actions
4.4.1 Preparing for Hurricane Katrina
4.4.2 FEMA’s Actions to Cope with Uncertainties During the Response to the New Orleans Flooding
4.5 Analysis: A Deductive Sensemaking Model in a Deinstitutionalized Response Organization
5 NASA and the Space Shuttle Columbia Disaster: An Institution Coping with “Unknown Unknowns”
5.1 Introduction
5.2 NASA: An American Institution
5.2.1 NASA in the Apollo Era
5.2.1.1 The External Dimension
5.2.1.2 The Internal Dimension
5.2.2 NASA in the Post-Apollo Era: Doing More with Less
5.2.2.1 The External Dimension
Political support
Public support
Contractors
5.2.2.2 The Internal Dimension of Institutionalization
5.3 NASA and the Space Shuttle Columbia Disaster: Identifying Uncertainties and Coping Strategies
5.4 Analysis: The Collapse of Collective Sensemaking in an Institutionalized Organization
6 BP and the 2010 Gulf Coast Oil Spill Disaster: An Arrogant Organization Coping with a “Known Unk
6.1 Introduction
6.2 The 2010 Gulf Coast Oil Spill Disaster
6.3 BP as an “Arrogant Organization”
6.3.1 BP’s Early Years as a State-Owned Company (Before 1987)
6.3.2 BP’s Institutionalization
6.3.3 The Internal Dimension
6.3.4 The External Dimension
6.3.5 BP After the Merger Wave
6.3.5.1 The Internal Dimension: Too Much Cost Cutting?
6.3.5.2 The External Dimension
6.4 BP and the 2010 Gulf Oil Spill Disaster: Identifying Uncertainties and Coping Actions
6.4.1 Uncertainties and Coping Actions
6.5 Analysis: An Arrogant Organization Playing with Discretion
7 The Los Angeles Police Department and the 1992 LA Riots: A Mythical Organization Coping with Known
7.1 Introduction
7.2 An Overview of the 1992 Los Angeles Riots
7.3 LAPD as a Mythical Organization
7.3.1 LAPD and South Central Los Angeles
7.3.2 Parker’s “Thin Blue Line”
7.3.2.1 The Internal Dimension
7.3.2.2 Institutionalization: The External Dimension
7.3.3 The Post-Parker Era
7.3.3.1 The Internal Dimension
7.3.3.2 Institutionalization: The External Dimension
7.3.4 After the 1991 King Incident: Escalating Deinstitutionalization
7.3.4.1 Institutionalization: The External Dimension
7.3.4.2 The Internal Dimension
7.4 In Summary
7.5 LAPD and the 1992 LA Riots: Identifying Uncertainties and Coping Actions
7.5.1 Los Angeles’ Emergency Preparedness Before the Trial
7.5.2 Coping with Uncertainties During the Response to the 1992 Riots
7.6 Analysis: A Deinstitutionalizing Organization Caught Short
8 Towards a Theory of Institutional Sensemaking: Building on a Comparison of Four Cases
8.1 Introduction
8.2 Comparing the Influence of Institutionalization on Sensemaking Strategies: Towards a Dynamic Mod
8.2.1 Organizational Sensemaking Starts with Rule-Based Strategies
8.2.2 Rule-Based Sensemaking, Discontinuities, and Institutionalization
8.2.2.1 Discontinuities as Internal Contradictions
8.2.2.2 Discontinuities as Failures of a Rule-Based Sensemaking Strategy
8.2.3 Specific-Based Sensemaking in Crises: Mission Impossible?
8.2.4 Sensemaking After Intervention by Authorities
8.3 Implications for Theory
8.3.1 An Expansion of Sensemaking Theory
8.3.2 Contributions to Institutional Theory
8.3.3 Contributions to Crisis Management Theory
8.4 Policy Implications
8.4.1 Organizing Sensemaking Feedback Loops
8.4.2 Overcoming Organizational Routines That Do Not Work
8.4.3 Build a Unique Organizational Capacity: Instant/Emergent Institutionalization
8.5 Reflections on Sensemaking and Crisis Management in China
8.5.1 Limited Availability of Data Is a Barrier to Studying Crises in China
8.5.2 Testing Western Theories in the Chinese Context and Adapting Them
8.6 Limitations of the Study and Recommendations for Future Research

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Tags: Managing Uncertainty, Crisis Exploring, the Impact, Institutionalization, Organizational Sensemaking, Xiaoli Lu