The Role of Knowledge and Culture in Organizational Crises: Managing and Planning in “Interesting” Times

By John Michael Cipolla and Mike Petroski.

Published by The Organization Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

There has been a good deal written on the subject of dealing with organizational crises. A basic problem in much of this is a failure to provide a practical definition of just what constitutes a “crisis”, and what differentiates crises from the typical assortment of problems and situations that organizations encounter. This workshop will draw from Thomas Kuhn’s The Structure of Scientific Revolutions as a starting point for that definition, will proceed to the notion of organizations as communities of people who share similar knowledges (i.e., as cultures), will continue with a taxonomy of the types of change that organizations may undergo, and will conclude with a discussion of how to recognize and provide leadership in crisis situations.

Keywords: Knowledge, Community, Crisis, Paradigm, Change

International Journal of Knowledge, Culture and Change Management, Volume 8, Issue 6, pp.1-8. Article: Print (Spiral Bound). Article: Electronic (PDF File; 599.563KB).

Dr. John Michael Cipolla

Assistant Professor, College of Business and Management, Lynn University, Boca Raton, Florida, USA

I received my Ph.D. (dissertation “Communication Systems and Social Change”) from the University of Iowa. The largest part of my career has been in consulting with senior management (with firms such as AT&T, The Hartford Insurance Group, Texaco, and Medtronics) to structure organizational changes in response to or in anticipation of radical industry and market changes. Four years ago I returned to academe, and have developed and taught courses at the undergraduate, masters, and doctoral levels in both the College of Business and Management and the College of International Communication at Lynn University. My most recent consulting experience was on a World Bank project in Romania, working with management of the privitized railroad system to instill an understanding of free market business practices and planning.

Mike Petroski

Asst. Prof, College of Business, Lynn University, Boca Raton, Florida, USA

Michael P. Petroski, BS, MS, Electrical Engineering, Lehigh University. Mike’s early career was with various groups at IBM including semiconductor research, automated pc manufacturing, packaging, warehousing, testing and failure analysis. His consulting interests ranged from embedded processor design for the electronic sign industry to magazine design, layout, and production for the construction industry. His academic career spans over 20 years, much of it at Lynn University where he is head of the computer science department and the evening-division coordinator for the College of Business and Management. His current course load includes Statistics, Operations and Project Management.

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