In this article, abduction is introduced in relation to theorizing in grounded theory. Theoretical insights are inevitable cornerstones of the development of a grounded theory and abduction is worked out as a type of inference that characterizes this development. How abduction could be used in grounded theorizing is shown in a grounded theory research on ‘organizing doubt’, i.e. the way Dutch army units are formed with self-organizing capabilities that can be deployed during crisis operations. The authors show that two concepts from organizational theory that are central in this grounded theory’s analytical framework - i.e. ‘dynamic complexity’ and ‘self-organization’ - are developed and embedded in a substantive theory on ‘organizing doubt’ by abductive reasoning.

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This article addresses the evaluation of organizational changes in the Dutch armed forces. Increasingly, megatrends in the risk society affect the organization of all armed forces. To cope with these trends, new strategic ideas are being developed that will change organizations fundamentally. The question, however, is the way these ideas are dealt with at the operational level. From this perspective, evaluation is needed. Evaluation of changes in large-scale, specific organizational settings is discussed here as an integrated approach using summative, formative, normative and constructivist elements. Pitfalls and challenges of this approach are discussed.

In this paper, differences in the assessment of mission risks and mission benefits between operators and members of the management level in the transport helicopter branch of the Royal Netherlands Air Force (RNLAF) are studied. Results were obtained from a risk analysis that was conducted in accordance with RNLAF procedures. The analysis suggests that the two organizational levels have a coherent perception on risks despite their hierarchical position. Perceived measures of controlcontrollability -seem to induce the inclusion or the exclusion of what is appeared to be a risk. The analysis also suggests that risk management tools may obscure these perceptual differences. Risk management tools may therefore not be sufficient to attain safe operations. In discussions and future studies on risk management and on hierarchical differences in risk perception, this is something to take well notice of. Also, managers and others involved in risk management need to recognize the implications of using risk management instruments that are based on simplified models of risk. This research adds to the risk management theory because it connects multidimensional risk theory with actual organizational risk management practice.