Plans and situated actions: the problem of human-machine communication
Plans and situated actions: the problem of human-machine communication
Unified theories of cognition
ACTS theory: extending the model of bounded rationality
Computational organization theory
Computational & Mathematical Organization Theory
Organizational response: the cost performance tradeoff
Management Science
Computational & Mathematical Organization Theory
Landscape Design: Designing for Local Action in Complex Worlds
Organization Science
On the Edge: Heeding the Warnings of Unusual Events
Organization Science
Speed and Search: Designing Organizations for Turbulence and Complexity
Organization Science
A Contingency Approach to Software Project Coordination
Journal of Management Information Systems
Elucidating strategic network dynamics through computational modeling
Computational & Mathematical Organization Theory
The role of IT in crisis response: Lessons from the SARS and Asian Tsunami disasters
The Journal of Strategic Information Systems
Analysis and design of a multi-agent system for simulating a crisis response organization
Proceedings of the International Workshop on Enterprises & Organizational Modeling and Simulation
Hi-index | 0.00 |
Organizations are occasionally faced with technology-based and accident-triggered crises that may cause costly disasters if not handled properly. Questions arise: How should organizations, with their complex processes and human involvement, be designed if they are to perform well in such crises? Would organizations benefit from structural changes during crises? From a neo-information processing perspective that views organizations as composed of cognitively restricted, socially situated, and task-oriented actors, we argue that the causes and consequences of crises may be better understood through the systematic examination of both environmental and organizational factors. We address our research questions using a rather unique approach: a matched analysis of 80 real organizational cases and 80 computer-simulated organizations. The findings show that a crisis can present critical challenges to organizational performance both externally and internally, and that there is no design guarantee that a high-performing organization will continue to perform well during a crisis situation. In addition, when organizations restructure to adapt to crisis situations, they often face the serious challenges of having to understand not only the external environment, but also organizational design traps.