Exploring the Barriers to Learning from CrisisOrganizational Learning and CrisisUniversity of Glasgow, UK, denis.smith{at}lbss.gla.ac.uk
University of Liverpool, UK, d.elliott{at}liverpool.ac.uk 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.
Key Words: barriers to learning • crisis • knowledge transfer • organizational learning
Management Learning, Vol. 38, No. 5,
519-538 (2007) This article has been cited by other articles:
|
||||||||||||||||
 |
|
|
 |
|
