Exploring the barriers to learning from crisis: organizational learning and crisis

Smith, D. and Elliott, D. (2007) Exploring the barriers to learning from crisis: organizational learning and crisis. Management Learning, 38(5), pp. 519-538. (doi:10.1177/1350507607083205)

Full text not currently available from Enlighten.

Abstract

This article explores the possible barriers to effective organizational learning from crisis events. A number of themes are considered including learning from crisis, learning as crisis and learning for crisis. One of the key issues to emerge from a systematic study of crises is the striking similarity between the underlying causes of such events. The article outlines the nature of the crisis management process and identifies a number of barriers to the learning process. A key argument developed in the article is that the barriers to learning can themselves serve to generate the conditions which will allow an incident to escalate into a crisis. The article concludes by suggesting ways in which organizations can develop more effective learning capabilities for crisis events.

Item Type:Articles
Status:Published
Refereed:Yes
Glasgow Author(s) Enlighten ID:Fischbacher-Smith, Professor Denis
Authors: Smith, D., and Elliott, D.
Subjects:H Social Sciences > HB Economic Theory
College/School:College of Social Sciences > Adam Smith Business School > Management
Journal Name:Management Learning
ISSN:1350-5076
ISSN (Online):1461-7307

University Staff: Request a correction | Enlighten Editors: Update this record