Managing change in the aftermath of extreme events: Professional Development Workshop

Managing change in the aftermath of extreme events: Professional Development Workshop (2011) . Edited by David Denyer, Clare Kelliher, Alexander Fliaster, Kelly Fisher, Martina K. Linnenluecke, Elena P. Antonacopoulou, Kuo Frank Yu, Dominic Elliott, Allan Macpherson, Sotirios Paroutis and Robert P. Gephart. Annual Meeting of the Academy of Management, 12-16 August 2011, San Antonio, TX, U.S.A..

Title of proceedings Managing change in the aftermath of extreme events: Professional Development Workshop
Editor David Denyer
Clare Kelliher
Alexander Fliaster
Kelly Fisher
Martina K. Linnenluecke
Elena P. Antonacopoulou
Kuo Frank Yu
Dominic Elliott
Allan Macpherson
Sotirios Paroutis
Robert P. Gephart
Conference name Annual Meeting of the Academy of Management
Conference location San Antonio, TX, U.S.A.
Conference dates 12-16 August 2011
Publication date 2011
Language eng
Abstract/Summary Following the success of this Workshop theme in 2009 and 2010, we will this year explore in greater depth the practical, theoretical, methodological, and pedagogical challenges in managing change in extreme contexts. This year there is a clear shift to the generation of a relatively small number of empirically-based case studies. Examples of cases already commissioned for the workshop include: the collapse of a known high risk building injuring a fire-fighter, the crash of a Nimrod reconnaissance aircraft in Afghanistan, a radioactive leak in a nuclear reprocessing plant; the management a serious outbreak of a hospital superbug, recurring bushfires destroying lives and communities in Australia, and a serious incident involving a patient death in a hospital. Participants are encouraged to submit their own case studies of different kinds of extreme case, where the potential for learning is high and where cases are of intrinsic interest. Within this diversity, we expect to see similar patterns across the timelines of events. We will focus on the conditions and processes that respectively encourage and inhibit change in the aftermath of such events, leading to developments in theoretical understanding, and guidelines for organization and management practice. One overarching aim is to bridge scholarship from separate but related fields: normal accidents, high reliability organizations, risk and crisis management, sensemaking in crises, the role of public enquiries, and change management. A second aim is to maintain an international network, to progress the research agenda, and to develop a contingency framework for managing change in extreme contexts.
Keyword Extreme events
Change Management
Crisis Management
Q-Index Code EX
Q-Index Status Provisional Code
Institutional Status UQ
Additional Notes Scheduled: Saturday, Aug 13 2011 8:00AM - 11:00AM

Document type: Conference Proceedings
Collection: UQ Business School Publications
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Created: Fri, 29 Mar 2013, 16:53:04 EST by Dr Martina Linnenluecke on behalf of UQ Business School