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The Effects of Structural and Behavioral Changes in Organization during Crisis Overcoming Process on Organizational Commitment and Organizational Competences ‐ Focusing on Fire Accidents in Boryung Thermoelectric Power Plant -

  • Crisisonomy
  • Abbr : KRCEM
  • 2013, 9(6), pp.1-20
  • Publisher : Crisis and Emergency Management: Theory and Praxis
  • Research Area : Social Science > Public Policy > Public Policy in general

JuHo Lee 1 Yang Gi Geun 2 Ryu Sang Il 3 Sangyup Lee 4

1충북대학교
2원광대학교
3동의대학교
4한서대학교

Accredited

ABSTRACT

The purpose of this study is to analyze the effects of structural and behavioral changes in organization during crisis overcoming process at fire accident in Boryung thermoelectric power plant on organizational commitment and organizational competences empirically and to find policy alternative to induce desirable organizational changes from such crisis experience. First of all, crisis experience itself can be an important driving force of organizational changes although organizational changes can be made while organizational experience is converted to knowledge through cognitive course and such organizational changes may be shared by organization. Especially, it was tried to verify the assumption that in crisis overcoming process, perception would bring positive changes to organizational commitment and organizational competences through empirical analysis. According to analysis, it was found through language network analysis that crisis overcoming process made effects on the perception of organization members and it brought structural and behavioral changes. Additionally, when standard multiple regression analysis was performed to identify the effects of successful crisis overcoming process on organizational commitment and competencies based on such changes of organization, it was found that structural and behavioral changes in organization through crisis overcoming process made direct effects on organizational commitment and coherence of the members, and organizational competences. There was an inclination that experience of ‘normal accident’ such as fire had was interpreted as organizational failure from the dimension of an organization and had been perceived as a negatively affecting factor. In crisis management field, discourse on organizational learning had focused on efficient crisis management method through knowledge transition and sharing rather than the effects of the crisis experience itself on the organization. However, as shown in this study, changes in perception of organizational members and structural changes of organizations induce positive changes on organizations and such organizational changes make positive effects on organizational commitment and organizational competencies.

Citation status

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