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Managing inter-organizational breaks in a context of cross-border crisis

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KanaanAdrot2018.pdf (130.8Kb)
Date
2018
Indexation documentaire
Prise de décision, gestion de crise
Subject
authority; social interactions; structure of command; resilience
Code JEL
M.M1.M10
Titre du colloque
15th International Conference on Information Systems for Crisis Response
Date du colloque
2018
Pays du colloque
United States
Titre de l'ouvrage
ISCRAM 2018 Conference Proceedings
Auteur
Tomaszewski, Brian; Boersma, Kees
Année
2018
ISBN
978-0-692-12760-5
URI
https://basepub.dauphine.fr/handle/123456789/20766
Collections
  • DRM : Publications
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Auteur
Adrot, Anouck
1032 Dauphine Recherches en Management [DRM]
Kanaan, Nour
1032 Dauphine Recherches en Management [DRM]
Type
Communication / Conférence
Nombre de pages du document
245-253
Résumé en anglais
Dysfunctions in interactions can impede communication between crisis responders. The literature in crisis management partially addresses this practical issue by outlining several types of “breaks” (Milburn, 1983). Breaks refer to social disruptions between organizations involved in crisis response that result in erosion of social links, conflicts amplifications and unstructured responsibilities allocation. However, research falls short of details about specification of these social breaks and how to address them, thereby leaving practitioners who need to handle this issue without clear practical guidelines. We draw on the concept of authority to help dealing with the occurrence of these breaks. The empirical analysis of this article focuses on a cross-border region between France and Germany, that is very likely to encounter inter-organizational breaks. This research in progress will contribute to understand the influence of authority on inter-organizational breaks and crisis response. We discuss the expected contribution of this research.

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