Transformation of an Internal Model Under Crisis Management
AbstractIt is generally said that Japanese companies are weak in handling the unexpected events. As a result of the Hanshin-Awaji earthquake of 1995,>sup>1>/sup> the main plant of Sumitomo Electric Industries (SEI) was severely damaged. Most logistic lines and telecommunication systems were disrupted. In spite of the chaos, SEI successfully managed the information disruptions and created a new information network through the office electronic network system (J-NET). As a result, almost 80 percent of the operating functions of SEI were recovered within just two weeks. During this crisis, the board decided to delegate most of its authority of decision making to the front-line employees. This paper presents the results of analyzing nearly 320 electronic J-NET logs from a six-week period following the earthquake. Analyses show that employees exchanged their internal models of the company's actual situation through the J-NET. Moreover, the cohesiveness of the employees became stronger during the crisis.
Download InfoIf you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
Bibliographic InfoArticle provided by M.E. Sharpe, Inc. in its journal Japanese Economy.
Volume (Year): 28 (2000)
Issue (Month): 3 (May)
Contact details of provider:
Web page: http://mesharpe.metapress.com/link.asp?target=journal&id=110911
You can help add them by filling out this form.
reading list or among the top items on IDEAS.Access and download statisticsgeneral information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Chris Nguyen).
If references are entirely missing, you can add them using this form.