Disaster and organizational change - a study of the long-term consequences in Anchorage of the 1964 Alaskan earthquake.
Material type:
TextLanguage: ENG Series: Disaster Research Center monograph series ; 06Publication details: 01/09/69Description: 89p; refs appear throughout the reportReport number: CONTRACT-OCD-PS-64-46Subject: This monograph discusses the findings of a year and a half field study on the long-term effects of the March 27, 1964 Alaska earthquake on a sample of twenty-three Anchorage organizations. Seventeen of the organizations studied experienced some long-term change as a result of the earthquake. In some cases the disaster facilitated the emergence of new patterns of change and in others it accelerated preexisting trends. Organizations tended to undergo long-term change when the earthquake significantly altered their environments, for example, by creating new demands, and when it engendered or heightened internal problems such as organizational strains .550.
| Item type | Current library | Collection | Call number | Status | Date due | Barcode | |
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Books
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Australian Emergency Management Library | BOOK | 363.34950978 AND (Browse shelf(Opens below)) | Available | 005261433 |
Includes 6 figs, 1 table and 1 appendix
This monograph discusses the findings of a year and a half field study on the long-term effects of the March 27, 1964 Alaska earthquake on a sample of twenty-three Anchorage organizations. Seventeen of the organizations studied experienced some long-term change as a result of the earthquake. In some cases the disaster facilitated the emergence of new patterns of change and in others it accelerated preexisting trends. Organizations tended to undergo long-term change when the earthquake significantly altered their environments, for example, by creating new demands, and when it engendered or heightened internal problems such as organizational strains .550.
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