Strategizing emergency management strategies: A dynamic perspective

Abstract

The oil and gas extraction industry, with its inherent complexities and high‐risk environment, demands robust emergency management (EM) strategies to minimize losses of life and protect both tangible and intangible organizational assets. Despite the critical importance of these strategies, the evolution of EM processes within such a dynamic setting remains poorly understood. This paper seeks to address this gap by employing the Strategy‐as‐Practice (SAP) perspective, which offers valuable insights into noncompetitive strategizing. The SAP lens is particularly suited to examining EM's strategic role in safeguarding lives and assets. Through an in‐depth case study, we unravel the intricate complexities of the strategizing process, often considered a black box. Additionally, we introduce a novel framework that delineates the micro‐dynamics of interactions among the three core SAP elements—praxis, practitioners and practices. This framework provides a comprehensive understanding of how EM strategies evolve over time, emphasizing the pivotal role of emergency actors in such a multifaceted context.