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Advances in Developing Human Resources
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Developing Organizational Learning Capacity in Crisis Management

Jia Wang

Department of Educational Administration and Human Resource Development at Texas A&M University

The problem and the solution. The impact of crises on organizations and individuals has been stronger than ever. Despite increasing recognition of the effects of crisis events, most organizations are found not adequately prepared in managing crises. The increasingly frequent occurrence of organizational crises exemplifies the need for human resource development in preparing organizations and their members for crisis situations. However, very little effort has been made in this direction. Recognizing the dynamics and interconnectedness of crisis management, organizational learning, and organizational change, this article proposes an integrated model of organizational learning for crisis management that will likely strengthen organizational capacity and resilience in coping with crises and resultant changes.

Key Words: crisis management • organizational learning • organizational change

This version was published on June 1, 2008

Advances in Developing Human Resources, Vol. 10, No. 3, 425-445 (2008)
DOI: 10.1177/1523422308316464


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This article has been cited by other articles:


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Human Resource Development ReviewHome page
Jia Wang, H. M. Hutchins, and T. N. Garavan
Exploring the Strategic Role of Human Resource Development in Organizational Crisis Management
Human Resource Development Review, March 1, 2009; 8(1): 22 - 53.
[Abstract] [PDF]


Home page
Advances in Developing Human ResourcesHome page
H. M. Hutchins and Jia Wang
Organizational Crisis Management and Human Resource Development: A Review of the Literature and Implications to HRD Research and Practice
Advances in Developing Human Resources, June 1, 2008; 10(3): 310 - 330.
[Abstract] [PDF]