Citation

Pauchant TC, Mitroff II. Ind. Crisis Q. 1988; 2(1): 53-63.

Copyright

(Copyright © 1988, Industrial Crisis Institute - Bucknell University)

DOI

10.1177/108602668800200105

PMID

unavailable

Abstract

Organizations are often unaware of some of the most important forces influencing their actions. This article expands on that general observation for the subject of man-made, organizationally induced crises or disasters. Interviews with 30 executives in 23 organizations revealed that 19 companies saw them selves as being more vulnerable to crises than they were in the past. However, only 10 of them had a relatively integrated crisis management plan; 13 had no or only fragmented efforts in crisis management. The authors identify key cultural characteristics that explain the discrepancy between the two groups. The 'concept of self' or 'organizational identity' appears to be paramount in influencing strategic actions in crisis management. Many organizations need to be encouraged to examine their basic sense of identity. (Ed.)