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- Boin, Arjen, et al.
(författare)
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The Politics of Crisis Management : Public Leadership under Pressure
- 2005
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Bok (övrigt vetenskapligt/konstnärligt)abstract
- Crisis management has become a defining feature of contemporary governance. In times of crisis, communities and members of organizations expect their leaders to minimize the impact of the crisis at hand, while critics and bureaucratic competitors try to seize the moment to blame incumbent rulers and their policies. In this extreme environment, policy makers must somehow establish a sense of normality, and foster collective learning from the crisis experience. In this uniquely comprehensive analysis, the authors examine how leaders deal with the strategic challenges they face, the political risks and opportunities they encounter, the errors they make, the pitfalls they need to avoid, and the paths away from crisis they may pursue. This book is grounded in over a decade of collaborative, cross-national case study research, and offers an invaluable multidisciplinary perspective. This is an original and important contribution from experts in public policy and international security.• Offers the first comprehensive analysis of the special nature of political/public leadership in major crisis • Unique multidisciplinary perspective on crisis management • Grounded in over a decade of collaborative, cross-national in-depth case study research
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| 3. |
- Daléus, Pär, 1979-
(författare)
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Politisk ledarskapsstil : Om interaktionen mellan personlighet och institutioner i utövandet av det svenska statsministerämbetet
- 2012
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- This dissertation examines key characteristics and factors shaping the leadership style of Swedish Prime Ministers (PMs). Based on the research of the American presidency, an interactionist framework is developed which draws upon institutional theory and political psychological theory. The analysis is advanced by exploring multiple sources and is based on four cases of leadership styles: two single party Social Democratic PMs, Ingvar Carlsson and Göran Persson, as well as two center/right coalition PMs, Thorbjörn Fälldin and Carl Bildt. Leadership style is studied through a focused comparison of the PMs’ performance of four functions. Thus, the four PMs are studied as staffers and organizers of the cabinet and the Government Offices, decision makers, communicators and crisis managers. The results indicate that the office of the PM is elastic, accommodating a wide-ranging variation of leadership styles. The Social Democratic PMs display the most uniform leadership styles, but, rather surprisingly, they also have the most dissimilar leadership styles among the four cases. The center/right PMs’ approaches differ to a great extent from one another, displaying mixed forms of leadership styles. The analysis explains how the PMs’ leadership styles are shaped based on the interaction between their distinct personal characteristics and surrounding institutions. Thus, the dissertation concludes that leadership theories developed in a presidential setting are largely applicable in a parliamentary setting and that political behavior is not dictated by institutions such as formal structures or norms. The results encourage a reassessment of how personality, as an explanatory factor, is applied in mainstream political science. Furthermore, the analysis highlights the need for reconsidering the presidentialisation thesis and the notion of dominant leadership as there are alternative pathways to prime ministerial influence which are disregarded in the debate.
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| 4. |
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Designing Crisis Management Training and Exercises for Strategic Leaders
- 2014
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Samlingsverk (redaktörskap) (övrigt vetenskapligt/konstnärligt)abstract
- Strategic leaders — those who sit at the apex of organizations and have primary responsibility for charting the course and achieving positive short and long term results for their various constituencies — play a crucial role in crisis situations. It is increasingly recognized that they, like other key players in crisis management and societal (homeland) security need to be prepared for this responsibility and that training and exercises are a fundamental part of this preparation. While significant attention in recent decades has been devoted to developing techniques and designs for operational training and exercises, rather less attention and ink have been devoted to problems of designing crisis management training and exercises for strategic level leaders in governmental organizations — the focus of this report.This publication is a result of a unique partnership between academic, private sector, and governmental experts from the United States and Sweden. It was developed through a series of collaborative bilateral workshops held in Stockholm and Washington, D.C. during 2013 and 2014.
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| 5. |
- Fors, Fredrik, 1973-, et al.
(författare)
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Shaken, not stunned : The London Bombings of July 2005
- 2006
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Konferensbidrag (refereegranskat)abstract
- Executive summary - The bombings of July 2005 On July 7th, the morning rush hours in London formed the backdrop for the first suicidebombings in Western Europe in modern times. Three different parts of the London subwaysystem were attacked around 08.50: Aldgate, Edgware Road, and Russell Square. The three Tube trains were all hit within 50 seconds time. A bomb on the upper floor of a double-deckerbus at Tavistock Square was detonated at 09.47. In the terrorist attacks, four suicide bombers detonated one charge each, killing 52 people. Seven people were killed by the blasts at Aldgate, six at Edgware Road, 13 at Tavistock Square, and 26 at Russel Square – in addition to the suicide bombers themselves. More than 700 people were injured. Hundreds of rescue workers were engaged in coping with the aftermath. Over 200 staff from the London Fire Brigade, 450 staff and 186 vehicles from the London Ambulance Service, several hundred police officers from the Metropolitan Police and from the City of London Police, as well as over 130 staff from the British Transport Police were involved. Patients were sent to 7 area hospitals.
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| 7. |
- Hansén, Dan, 1968-, et al.
(författare)
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I skuggan av ett statsrådsmord
- 2003
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Ingår i: Framsyn. - 1650-2671. ; :4, s. 9-11
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Tidskriftsartikel (populärvet., debatt m.m.)
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| 8. |
- Koraeus, Mats, et al.
(författare)
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Exploring the Crisis Management/Knowledge Management Nexus
- 2013
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Ingår i: Strategic Intelligence Management. - Oxford, UK : Butterworth-Heinemann. - 9780124072190 - 9780124071919 ; , s. 134-149
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Bokkapitel (refereegranskat)abstract
- Crises are becoming a ubiquitous phenomenon and are—like the example of Hurricane Isaac—typically surrounded by complex social and technical factors beyond the competence of generalist leaders. By their very nature, crises are associated with considerable uncertainty. Knowing this, crisis managers frequently call upon experts to provide relevant information on specific subject matter. During the past decade and a half, a theoretical and methodological field of study has emerged addressing this issue: how to find missing knowledge, transfer it to where it is most needed, and institutionalize it for future use. This subject is called “knowledge management” and is rooted in older theories on organizational knowledge and organizational learning. In fact, these very same organizational learning theories form the foundation for the post-crisis learning perspectives, which are increasingly prominent in the field of crisis management. Hence, one may question why these two management subdisciplines have not been more systematically combined and integrated. In crisis management, learning is often seen as a process that takes place after a crisis has been resolved, in preparation for the next crisis. Yet, knowledge management considers knowledge creation and learning to be a constant process. Ideally, combining these two perspectives could stimulate some kind of “instant learning” during an actual crisis, so that relevant lessons are learned and implemented for the current crisis as well as for future crises.A potential problem with combining crisis management and knowledge management is the difference in typical time frames associated with the two management subfields. By definition, crises involve a strong element of urgency and thus require immediate action. Knowledge management, however, was born out of attempts to improve consumer product innovation cycles, which can run several months or even years. The possibility of tapping into the knowledge management techniques for finding and accessing new or unfamiliar knowledge (e.g., calling in experts) is very alluring, but the question is if such techniques can fit into the tight timeframe associated with crises.
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| 10. |
- Olsson, Eva-Karin, et al.
(författare)
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SARS : Meeting an Epidemic Head-On
- 2011
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Ingår i: SARS from East to West. - New York City : Lexington Books. - 9780739147559
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Bokkapitel (övrigt vetenskapligt/konstnärligt)
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