ABSTRACT

During the COVID-19 pandemic, organizations that had previously operated in low-risk conditions found themselves in environments where failure could be catastrophic. Using the framework of high reliability organizations (HRO), we analyze a specific case of a U.S. university taskforce charged with responding to the pandemic. We argue that the practices employed by the taskforce align with HRO principles, leading to two important theoretical contributions. First, this project highlights the utility of non-HROs using organizing principles reflective of an HRO framework. Next, this project extends HRO theorizing from a set of practices that prevent crisis to a set of communicative principles beneficial during crisis. Finally, the findings suggest practical implications for organizations during various stages of crisis.

摘要

在 COVID-19 大流行期间，以前在低风险条件下运营的组织发现自己处于失败可能是灾难性的环境中。使用高可靠性组织 (HRO) 的框架，我们分析了一个美国大学工作组负责应对大流行病的具体案例。我们认为，工作组采用的做法符合 HRO 原则，从而产生了两个重要的理论贡献。首先，该项目使用反映 HRO 框架的组织原则强调了非 HRO 的效用。接下来，该项目将 HRO 理论从一套预防危机的实践扩展到一套有益于危机发生的沟通原则。危机。最后，调查结果表明了在危机的各个阶段对组织的实际影响。