International Journal of Mass Emergencies & Disasters · 1995 · 18 citations · 31 references
ManagementOrganization StudiesOrganizational BehaviorCrisis ManagementDisaster ResponseEmergency ManagementDisaster Response CoordinationDisaster Response PlanningEmergency Management GovernanceIncident CoordinationInstitutional CoordinationNatural Disaster ResponseCoordination During DisastersCrisis CoordinationDisaster Response AdministrationExplanatory Case StudyFire Response CoordinationInterorganizational DependenciesOrganizational Learning LoopsOrganizational Learning Strategy
Disasters, natural or technological, involve an interorganizational response that can take a structural form called the disaster mega-organization (DMO). The discussion will show how this concept is related to others in the field, and how the DMO coordination can be problematic, as illusrated by a PCB fire in Quebec, Canada. This case study also demonstrates that coordination is negotiated by those who must respond to a disaster. Finally, the mega–organization in a used-tire dump fire, also in Quebec, two years later, shows that there can be organizational learning and organizational changes in the DMO.
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