On the weekend of 21-22 May, it was reported that 101 patients and 76 employees at the two Aalborg Hospitals

Much of the responsibility for societal safety and crisis preparedness rests with local municipal leaders. These tasks are demanding, and often insufficiently prioritized and supported. The purpose of this study was to identify factors influencing motivation to work with these issues, and to explore relationships among such factors. Two datasets, formed the basis of the analysis. From the qualitative analysis, a model was developed describing three main categories of motivational factors: person-related, organizational and activity-related. Actual crisis experience was found to influence factors in all three categories. Differences regarding motivational forces could be identified among different roles among officials. Self-determination theory is applied to the model, illustrating possible ways to influence motivation for work with preparedness issues.

Lately, scholars have been engaging in studies on the crossroads between collaborative public management and crisis management, but our knowledge on how organizations work together with interorganizational goals in times of crisis or in relation to the threat that crises pose, is still limited. This study aims to illuminate how interagency horizontal collaboration plays out in practice. An interview study with twenty‐three Swedish duty officers in three organizations with critical tasks in the institutional crisis management system is carried out to unearth impediments to interagency collaboration that emerge when organizations from different policy subsystems engage in crisis collaboration. Empirically, the study contributes with new knowledge on how a crucial function in crisis management carries out work and deals with challenges. Theoretically, it contributes to the literature on crisis management collaboration by shedding light on processes of horizontal collaboration in the area of crisis management.

PurposeThis paper aims to develop a theoretical understanding of how multiple crisis experience affects preparedness issues, and how the learning potential of municipal crisis experience can be developed. The focus is on municipal decision‐makers.Design/methodology/approachTwo group interviews were conducted with a total of 13 municipal Chief Officers and Politicians. Data were analysed by a grounded theory approach.FindingsA theoretical model is presented, which includes both managers' views on their experiences related to preparedness and how development/revision of crisis can be explained. Experiences are not entirely positive or negative. Managers have developed a good preparedness in some aspects but they are also conscious about shortcomings in their preparedness. The model includes: level one, primary assessments, including strengths and limitations; and level two, reflection, where difficult choices and dilemmas faced are recalled, and future concerns are expressed.Research limitations/implicationsThe sample is small and range of experience is limited, since both municipalities studied have been fairly successful in their crisis management.Practical implicationsThe findings can be used to develop evaluation and application of crisis experience by individuals and in the crisis management system, and to develop exercises.Originality/valueThe empirical data resulting from this study show the complexity in crisis experience, the need for better evaluation and the value of group reflection in evaluation.