Never Let a Crisis go to Waste
(2022) MGTN59 20221Department of Business Administration
- Abstract (Swedish)
- This report investigates how organizations deal with organizational learning during times of crisis. The aim was to contribute with a framework visualizing the most profound drivers and barriers to organizational learning during crisis management, using the covid-pandemic as a case example. A preliminary framework was developed with the literature review as a foundation to do this. An interview guide was further composed based on this framework to collect empirical data from various organizations of different sizes working in different industries. The empirical data highlighted the most prevalent organizational learning influences during crisis management and how businesses utilize them. Consequently, the preliminary framework could be... (More)
- This report investigates how organizations deal with organizational learning during times of crisis. The aim was to contribute with a framework visualizing the most profound drivers and barriers to organizational learning during crisis management, using the covid-pandemic as a case example. A preliminary framework was developed with the literature review as a foundation to do this. An interview guide was further composed based on this framework to collect empirical data from various organizations of different sizes working in different industries. The empirical data highlighted the most prevalent organizational learning influences during crisis management and how businesses utilize them. Consequently, the preliminary framework could be modified to contain the most recurrent drivers and barriers to organizational learning during crisis management. Adaptability, both in operational and technical terms, was concluded to be the most influential driver for the creation, transferring, and retention of knowledge, i.e., organizational learning. Lastly, the data indicated that having a highly adaptable, flexible, and dynamic approach when managing a crisis encouraged all of the drivers and simultaneously limited the identified barriers. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9094719
- author
- Anderberg, Love LU and Wallin, Oscar LU
- supervisor
- organization
- course
- MGTN59 20221
- year
- 2022
- type
- H1 - Master's Degree (One Year)
- subject
- language
- English
- id
- 9094719
- date added to LUP
- 2022-06-30 16:02:09
- date last changed
- 2022-06-30 16:02:09
@misc{9094719,
abstract = {{This report investigates how organizations deal with organizational learning during times of crisis. The aim was to contribute with a framework visualizing the most profound drivers and barriers to organizational learning during crisis management, using the covid-pandemic as a case example. A preliminary framework was developed with the literature review as a foundation to do this. An interview guide was further composed based on this framework to collect empirical data from various organizations of different sizes working in different industries. The empirical data highlighted the most prevalent organizational learning influences during crisis management and how businesses utilize them. Consequently, the preliminary framework could be modified to contain the most recurrent drivers and barriers to organizational learning during crisis management. Adaptability, both in operational and technical terms, was concluded to be the most influential driver for the creation, transferring, and retention of knowledge, i.e., organizational learning. Lastly, the data indicated that having a highly adaptable, flexible, and dynamic approach when managing a crisis encouraged all of the drivers and simultaneously limited the identified barriers.}},
author = {{Anderberg, Love and Wallin, Oscar}},
language = {{eng}},
note = {{Student Paper}},
title = {{Never Let a Crisis go to Waste}},
year = {{2022}},
}