Simulating Structural Change in Adaptive Organizations

Terán, Oswaldo; Lara, Juan de; Alfonseca, Manuel; Aguilar, José; Muñoz, Ana Cristina Gómez y

doi:10.1080/01969720600887012

Cited by 1 publication

(1 citation statement)

References 12 publications

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“…Such networks are also found during a major crisis to provide channels for “contacting residents and responders, uploading information, distributing information, coordinating the responses of social networks, and facilitating resident‐to‐resident assistance” (Jaeger et al., ). Furthermore, when generating a simulation model for disruptive changes, such networks led to better filtering of knowledge that affected performance and adaptation to the crisis (Terán, De Juan, Alfonseca, Aguilar, & Muñoz, ).…”

Section: Social Network As Contingency Plansmentioning

confidence: 99%

Informal social networks as generic contingency plans

Kirschenbaum¹,

Rapaport

2018

Contingencies & Crisis Mgmt

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Emergency contingency plans are conceived as an alternative rational‐logical set of actions when a formal emergency plan may be inadequate during an actual crisis. Most, like the official plan, are based on protocols inherent in the formal administrative structure of the organization with little attention paid to pervasive informal social networks found in the organization. We argue that a perspective focusing on informal social networks within organizations may provide a viable solution to supplement the formal plan. This approach integrates the power of informal social networks within and across organizations through the social context of transferring information and adaptive behaviours that have proven vital for organizational continuity. Special attention is paid to how a social network approach, as the basis for its integration into a viable contingency plan, is feasible for a variety of organizations.

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Section: Social Network As Contingency Plansmentioning

confidence: 99%