Crises can disrupt entire societies and severely affect the lives of the people within them. If a crisis occurs, citizens and other societal actors expect governments to learn from it in order to... Show moreCrises can disrupt entire societies and severely affect the lives of the people within them. If a crisis occurs, citizens and other societal actors expect governments to learn from it in order to prevent the terrible events from happening again in the future, or, at least to be able to respond more effectively to them the next time. However, government organizations generally seem to have major difficulties in learning from crises. Nevertheless, every now and then, they do manage to learn extensively, and change their protocols, implement new policies, open up the organization’s culture, establish new organizational units, introduce training and simulation exercises, or improve communication. Why is it that public organizations sometimes learn from a crisis, but other times do not? The work reported reveals the major factors and mechanisms that explain crisis-induced learning by public organizations. The research draws on data from crisis management documents and interviews with employees of the Dutch food safety services (NVWA) related to four veterinary crises; EU legislation, evaluation reports, newspaper articles, and reports of national and EU parliamentary debates following four major oil spillages; 114 post-crisis evaluation reports in response to 60 crises in the Netherlands; and a survey of Dutch mayors. Show less
Collaborative innovation processes in unpredictable environments are a challenge for traditional management. But new demands in a global digital society push public and corporate leadership to... Show moreCollaborative innovation processes in unpredictable environments are a challenge for traditional management. But new demands in a global digital society push public and corporate leadership to collaborate ad hoc, without predictable goals and planned working rules. In this study, an actor-network approach (ANT) is combined with critical incident technique (CIT) to elaborate dynamic network principles for a new real-time foresight (RTF). Real-time foresight replaces traditional planning and strategic management in ad hoc multi-sector collaborations. Although ANT originates from science and technologies studies, it is here applied to a management problem due to ist ability to merge voluntaristic and evolutionary managerial components and micro- and macro perspectives. The investigation is placed in an exemplary management field of high dynamics: global disaster management. From process analysis and from comparison of three dynamic innovation networks that emerged around Indian coastal villages after Tsunami 2004, five dynamic network patterns are obtained which underly successful collaborative innovation processes. These dynamic structures build the agenda for a new real-time foresight, and for an instrument to evaluate in real-time the emergence of dynamic innovation networks (DINs). Show less
