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Learning from Crisis: A Framework of Management, Learning and Implementation in Response to Crises

This study deals with the relationship between organizational flexibility, crisis response and learning. As a point of departure we use previous research from the field of crisis management which tells us that experience can shape crisis responses in two ways: as a way of repeating former routines or as a precondition for improvisation. Based on an abductive study we argue that the mandates of top-managerial teams, where we differentiate between centralized and decentralized, are closely connected to the way organizations learn  in behavioral or cognitive modes. Our findings from two case studies show how the decentralized managerial group learned in a behavioral fashion by creating new formal policies and structures, while organizational members in the centralized managerial group relied on individual cognitive structures as a way of 'storing' lessons learned. The study ends by discussing the findings from a crisis management perspective, where we propose that the two modes of learning profoundly affect the crucial issue of flexibility in organizational crisis response.