Organizing for Crisis Response

Authors

Linda Jo Calloway, Pace University, School of Computer Science and Information Systems, 1 Pace Plaza, New York NY 10038, USA
Peter G.W. Keen, International Centre for Information Technology, St John, US Virgin Islands

Document Type

Research Article

Abstract

Crises are turning points in organizations. When crisis strikes, fast-response management depends on quickly configuring and deploying information and communications. This paper brings together research and practice in crisis response management, information technology and news media fast-response methods to derive principles for using information technology as an organizational resource. Firms increasingly recognize the need to view their information technology (IT) platform as a key business resource for just-in-time scheduling, distribution, coordination, service and logistics. If they see it as an equally key resource for just-in-time crisis response, it then creates a powerful base for crisis response management. Exxon Valdez and the Gulf War illustrate these requirements. They provide a stage model of crisis response. The model is not intended as a general description of crisis, but as a more specific modelling of organizational response capability. This stage model is illustrated by Dow Coming's recent silicon-gel implant crisis.

DOI

10.1177/026839629601100102

Recommended Citation

Calloway, Linda Jo and Keen, Peter G.W. (1996) "Organizing for Crisis Response," Journal of Information Technology: Vol. 11: Iss. 1, Article 2.
DOI: 10.1177/026839629601100102
Available at: https://aisel.aisnet.org/jit/vol11/iss1/2