The purpose of this paper is to investigate how organisations can keep their crisis preparedness alert although crises do not occur often. A crisis organisation will lay dormant within a larger organisation for long periods of time. This may cause a problem when a crisis does occur if the preparedness has not been kept alive. From previous researchers that we have studied within this field we have identified two distinct methods to do this. The first focuses on the importance of detailed crisis plans, while the other method suggests that it is more essential to develop specific competencies with the employees. We also find that keeping knowledge within an organisation is a matter of organisational learning and memory which we therefore discuss and analyse. We have performed an interview study at E.ON in Örebro, and we have also had the opportunity to read E.ON’s crisis plan. The conclusion we reached is that E.ON uses both detailed crisis plans and development of competencies to keep their crisis organisation alive. We also found that E.ON uses several other methods besides these two.
| Identifer | oai:union.ndltd.org:UPSALLA1/oai:DiVA.org:oru-9686 |
| Date | January 2010 |
| Creators | Swidén, Daniel, Jonson, Jessica |
| Publisher | Örebro universitet, Handelshögskolan vid Örebro universitet, Örebro universitet, Handelshögskolan vid Örebro universitet |
| Source Sets | DiVA Archive at Upsalla University |
| Language | Swedish |
| Detected Language | English |
| Type | Student thesis, info:eu-repo/semantics/bachelorThesis, text |
| Format | application/pdf |
| Rights | info:eu-repo/semantics/openAccess |
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