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Strategizing Organizational Emergency Management: Strategies-as-Practice Perspective

Ibrahim, N, Al-Tabbaa, O. (2014) Strategizing Organizational Emergency Management: Strategies-as-Practice Perspective. In: 34th Strategic Management Society Conference, 20- 23 September 2014, Madrid, Spain. (Unpublished) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided) (KAR id:63704)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided. (Contact us about this Publication)

Abstract

Emergency management (EM) in the oil and gas industry is of strategic importance to organizations as it can have impact on people’s lives and organizational reputation. This developmental paper proposes a conceptual framework for understanding organizational EM strategies by considering the micro-level activity of emergency response and responders in shaping strategy at the macro-level. The practices of key organizational responders during emergencies are strategic because they draw on strategic plans and are crucial to strategic outcomes. However, these key participants may not have formal strategy roles. It is argued that an understanding of whether and how their practices are incorporated into practices that shape strategy may situate them closer to the centre of strategizing activities; from outsiders to insiders.

Item Type: Conference or workshop item (Paper)
Subjects: H Social Sciences
H Social Sciences > H Social Sciences (General)
Divisions: Divisions > Kent Business School - Division > Department of Marketing, Entrepreneurship and International Business
Depositing User: Tracey Pemble
Date Deposited: 03 Oct 2017 09:17 UTC
Last Modified: 08 Oct 2021 15:51 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/63704 (The current URI for this page, for reference purposes)
Al-Tabbaa, O.: https://orcid.org/0000-0003-2669-4576
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