Ephemeral Organizations in Extreme Environments: Emergence, Strategy, Extinction [I]

Lanzara, Giovan Francesco

doi:10.1111/j.1467-6486.1983.tb00199.x

Cited by 143 publications

(104 citation statements)

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“…Det ble derfor opprettet en koordineringsgruppe som avløste staben som midlertidig organisasjonsform, og den besto under hele toårsperioden. Et fremtredende trekk ved en midlertidig organisasjonsform er fleksibilitet og effektivitet når det er knapphet på tid (Grabher 2002;Jones & Lichtenstein 2008;Lanzara 1983 Informantene i denne studien fremhever at koordineringsgruppas mulighet til å fokusere på problemstillinger, oppgaver og beslutninger fremmet effektiviteten, og fordelene med denne strukturen kontra den ordinaere hierarkiske organisasjonsformen synliggjøres. I motsetning til regler, skjemaer og lagdelt arbeidskraft (Galbraith 1973;March & Simon 1958;Thompson 1967) var flere ressurspersoner uavhengig av rang samlet, noe som ga koordineringsgruppa mulighet til å rette oppmerksomheten mot viktige problemstillinger gjennom direkte uformell kommunikasjon.…”

Section: En Kritisk Situasjon: Ingen Hundremeter Men Et Maratonunclassified

«Å bryte linja»

Sørensen¹

2017

NST

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«Å bryte linja» Rutiner og fleksibilitet i organisering av fengslingen etter terrorangrepet 22/7-11Knut Mellingsaeter Sørensen (f. 1972), sosiolog (UiO, 2007), høgskolelektor, Kriminalomsorgens høgskole og utdanningssenter. knut.sorensen@krus.no SAMMENDRAG Artikkelen baserer seg på en kvalitativ studie av Ila fengsels håndtering av fengslingen av Anders Behring Breivik etter terrorangrepet mot Norge 22/7-11. Artikkelen viser at Ilas organisasjonsstruktur ikke var dimensjonert for å møte de utfordringene de sto overfor. Det ble derfor etablert en midlertidig organisasjonsform som var mer fleksibel og hurtigarbeidende, i tillegg til at tiltak skulle gjennomføres i den byråkratiske og hierarkiske strukturen. Den midlertidige organisasjonen skulle etablere nødvendige sikkerhetstiltak og organisere en avdeling med saerlig høyt sikkerhetsnivå. Artikkelen diskuterer hvordan denne midlertidige organisasjonen kommuniserte, besluttet og effektuerte beslutninger i organisasjonen. På grunn av kritisk tidsknapphet og en forventning om å handle raskt, samt utilstrekkelig kapasitet i linja, vokste det frem et uformelt prinsipp for handling: «just do it». Fengslingen innebar også at Ila fikk gradert informasjon som ikke skulle lekke ut. Dette førte til etablering av et annet uformelt handlingsprinsipp: «need to know». Dette resulterte i en løskobling fra den formelle strukturen. Ifølge informantene i studien var det nødvendig å bryte den hierarkiske linjeorganiseringen. Lederne anså det som viktigere å følge de uformelle handlingsprinsippene og utvise fleksibilitet enn å følge den formelle strukturen, selv om tilknytningen til linja i utgangspunktet er dypt forankret i organisasjonen. Sterke forventninger fra omgivelsene påvirket dermed ledernes fortolkning av situasjonen (sensemaking). Studiens funn antyder samtidig at det kan oppstå en konflikt mellom «just do it» og «need to know» i kritiske situasjoner. ABSTRACTThe article presents a case study of Ila Prison and the imprisonment of Anders Behring Breivik after the terror attacks in Norway 22/7-11. The case is an example of how an organization handles a critical situation, and the research question to be answered is: How can leaders' sequential patterns of actions in a critical situation be understood? The study shows that the organizational structure at Ila, at the time of the terror attacks, was not dimensioned to meet the requirements that the imprisonment of Breivik implied. Because of the critical shortage of time and the immediate need for action, members of a temporary organization incorporated the informal principle «just do it». The imprisonment of Breivik implied that staff got access to classified information, and in order to reduce the risk for leaks, the informal principle «need to know» was incorporated as well. These two informal principles resulted in a loose coupling from the formal organizational structure, where the ordinary chain of command was broken and an alternative sequential pattern of action was established. Clearly defined expectations from the e...

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Section: En Kritisk Situasjon: Ingen Hundremeter Men Et Maratonunclassified

«Å bryte linja»

Sørensen¹

2017

NST

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“…Here, the focus is on the concepts time, team and task. Based on Grabher (2002) and Jones and Lichtenstein (2008), Bakker (2010) notes that time is regarded as being probably one of the most salient dimensions of temporary organizational forms; and has been variously proposed to be short (Lanzara, 1983) and/or limited (Grabher, 2004). Applied to a breakaway in cycling, time is even shorter and limited since it is no more than a couple of hours while the literature on temporary organizational forms focuses on duration of several days (Morris, Farrell & Reed, 2016), weeks (Bechky, 2006) and years (Sydow, Lindkvist & DeFillippi, T e a m P e r f o r m a n c e M a n a g e m e n t 2004).…”

Section: Temporary Organizational Formsmentioning

confidence: 99%

Temporary organizational forms and coopetition in cycling

Scelles

Mignot

Cabaud³

et al. 2018

TPM

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Purpose: In road cycling races, one of riders' main objectives is to win stages, which most often requires breaking away from the pack of riders. What is it that makes a breakaway succeed, i.e. enable one of its members to win the stage? Originality/value: The present study adds to the literature on temporary organizational forms, coopetition and cycling performance by analyzing within-stage data in cycling and, as such, enabling to capture its strategic dimension.

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“…Communities hit by large disaster have to face massive and evident material evidence while also experiencing psychological and social wounds [14,16,17]. The disaster causes a sort of "cultural mourning" in the community, i.e., the loss of the world of meanings and social places that constituted the customs, the rituals, and the geography of such a community; victims and witnesses of a disaster tell of a community that is forever changed, no matter how effective the material reconstruction is [14].…”

Section: Social Dynamics In the Aftermath Of A Disastermentioning

confidence: 99%

“…The study discussed in this paper refers in particular to the support that ICT, and Information Systems (ISs) in particular, may provide to response and recovery after natural disasters that cause a massive failure in essential infrastructures and the disruption of the integrity of the affected community. The subject of social and psychological impact of disasters is widely debated in the literature (e.g., [3,4], [6], [14,16,17], [23,24], [29]) and it is generally agreed that one of the most relevant effect of a disaster is the relaxation or, in the worst case, the disruption of the social linkages upon which a community is based. Immaterial damages are less evident (though often more relevant) than material ones and may remain unnoticed for a long period of time.…”

Section: Introductionmentioning

confidence: 99%

“…The subject of social and psychological impact of disasters is widely debated in the literature (e.g., [3,4], [6], [14,16,17], [23,24], [29]) and it is generally agreed that one of the most relevant effect of a disaster is the relaxation or, in the worst case, the disruption of the social linkages upon which a community is based. Immaterial damages are less evident (though often more relevant) than material ones and may remain unnoticed for a long period of time.…”

Section: Introductionmentioning

confidence: 99%

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Requirements and Open Issues for ISs Supporting Dynamic Community Bonding in Emergency Situations

Mascio

Gobbo

Tarantino

2015

Lecture Notes in Information Systems and Organisation

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Abstract. Studies show that in emergency situations, like in the aftermath of natural disasters, people tend to self-organize into so-called ephemeral organizations and transitional communities based on common problems, common places, etc. Strict interactions among victims, fundamental to strengthen such small communities, may be efficiently supported by a new generation of mobile-empowered disaster management systems based on the social networking approach, with crowd-generated and geo-referenced data. In this paper we discuss how a shift of perspective in the interaction, conceptual, logical and physical models adopted for the social network can efficiently support the dynamic bonding/de-bonding/re-bonding of communities that emerge based on alliances around shared problems and/or objectives.Keywords: social network, interaction, emergency management. IntroductionAs the European Environmental Agency (EEA) recently reported [13], the impact of disasters due to natural hazards and technological accidents increased in Europe in the period 1998-2009, with nearly 100000 fatalities, more than 11 million people affected, and economic losses of about EUR 150 billion. In the observed period extreme temperature events caused the highest number of human fatalities, flooding and storms were the most costly hazards, while earthquakes ranked second in terms of fatalities and third in terms of overall losses. EEA observes that the increase in losses can be explained, to a large extent, by higher levels of human activity and accumulation of economic assets in hazard-prone areas and underlines the necessity of measures for risk reduction and management. Although some EU policies have already been adopted or initiated, more effort is needed to implement an Integrated Risk Management approach that includes prevention, preparedness, response and recovery, the four main phases of a cyclic emergency management process [1]. The study discussed in this paper refers in particular to the support that ICT, and Information Systems (ISs) in particular, may provide to response and recovery after natural disasters that cause a massive failure in essential infrastructures and the disruption of the integrity of the affected community. The subject of social and psychological impact of disasters is widely debated in the literature (e.g., [3,4], [6], [14,16,17], [23,24], [29]) and it is generally agreed that one of the most relevant effect of a disaster is the relaxation or, in the worst case, the disruption of the social linkages upon which a community is based. Immaterial damages are less evident (though often more relevant) than material ones and may remain unnoticed for a long period of time. It has to be noticed that, in the immediate aftermath of a disaster, the attention of rescuers is usually captured by the material needs of the victims, leaving sociological and psychological needs usually not addressed or addressed by means of standard protocols unable to reach the entire population.This standard approach for facing emergency is mirror...

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Ephemeral Organizations in Extreme Environments: Emergence, Strategy, Extinction [I]

Cited by 143 publications

References 1 publication

«Å bryte linja»

«Å bryte linja»

Temporary organizational forms and coopetition in cycling

Requirements and Open Issues for ISs Supporting Dynamic Community Bonding in Emergency Situations

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