Journal Article

Organizing for Crisis Management: Building Governance Capacity and Legitimacy

Rykkja, Lise H., Christensen, Tom, Lægreid, Per

2016

Overview

What makes a well-functioning governmental crisis management system, and how can this be studied using an organization theory–based approach? A core argument is that such a system needs both governance capacity and governance legitimacy. Organizational arrangements as well as the legitimacy of government authorities will affect crisis management performance. A central argument is that both structural features and cultural context matter, as does the nature of the crisis. Is it a transboundary crisis? How unique is it, and how much uncertainty is associated with it? The arguments are substantiated with empirical examples and supported by a literature synthesis, focusing on public administration research. A main conclusion is that there is no optimal formula for harmonizing competing interests and tensions or for overcoming uncertainty and ambiguous government structures. Flexibility and adaptation are key assets, which are constrained by the political, administrative, and situational context. Furthermore, a future research agenda is indicated.

• Publisher: Wiley Subscription Services, Inc,American Society for Public Administration
• Subject: Ambiguity / Argument structure / Building management / Bureaucracy / Capacity building approach / Crises / Crisis intervention / Crisis Management / Cultural Context / Cultural factors / Debates / Governance / Government / Harmonization / Legitimacy / Management / Management of crises / Management Systems / Organization theory / Political factors / Public administration / Sociocultural factors / Studies / SYMPOSIUM: Next Steps for Public Administration in Theory and Practice: Looking Backward and Moving Forward / Uncertainty