Innovation in crisis relevant organizations: a model of the process of organizational change.

By:

Kreps, Gary A

Contributor(s):

Material type: Text

TextLanguage: ENG Series: Dissertation (University of Delaware. Disaster Research Center) ; 9Publication details: 1971Description: 47p., 56 refs, 8 tabsReport number: PBS-GRANT-5-ROL-MH-15399-03; CommercialSubject: Crisis managementSubject: Organizational behaviorSubject: Organizational changeSubject: OrganizationsSubject: This study develops a middle range theoretical model of change in crisis relevant organizations and then empirically elaborates the model using data from 14 police and 15 fire departments in the United States. The model is employed for analysis of organizational adaptations to the problems posed by civil disturbance. Change is conceptualized as an intelligence processing organizational activity in an attempt to apprehend the structure and process of change at the organizational level. Concepts, assumptions and basic and derived propositions are elaborated. Six model variables are propositionally related in a deductive manner. Attempts are made to measure each of the variables in the basic model as well as other structural variables. Model propositions show substantial and relatively consistent relationships via correlation and regression analyses.

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Item type	Current library	Collection	Call number	Status	Date due	Barcode
Books	Australian Emergency Management Library	BOOK	302.35KRE (Browse shelf(Opens below))	Available		004631497

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Crisis management

Organizational behavior

Organizational change

Organizations

This study develops a middle range theoretical model of change in crisis relevant organizations and then empirically elaborates the model using data from 14 police and 15 fire departments in the United States. The model is employed for analysis of organizational adaptations to the problems posed by civil disturbance. Change is conceptualized as an intelligence processing organizational activity in an attempt to apprehend the structure and process of change at the organizational level. Concepts, assumptions and basic and derived propositions are elaborated. Six model variables are propositionally related in a deductive manner. Attempts are made to measure each of the variables in the basic model as well as other structural variables. Model propositions show substantial and relatively consistent relationships via correlation and regression analyses.

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