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The 2010 BP Gulf of Mexico oil spill: Implications for theory of organizational disaster

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  • Bozeman, Barry

Abstract

Focusing on the interaction of technology and organizational factors, the present paper examines the 2010 BP Gulf of Mexico oil spill for the purpose of developing a better understanding of the requirements for a theory of organizational disasters. Drawing from literature on organizational disasters, a model of “technology-embedded disasters” is developed and discussed. After outlining the events surrounding the oil spill disaster, the model is employed in analysis of the oil spill. The oil spill case is employed as a means of reflecting on the requirements for an improved model of organizational disaster.

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  • Bozeman, Barry, 2011. "The 2010 BP Gulf of Mexico oil spill: Implications for theory of organizational disaster," Technology in Society, Elsevier, vol. 33(3), pages 244-252.
    • Handle: RePEc:eee:teinso:v:33:y:2011:i:3:p:244-252
    DOI: 10.1016/j.techsoc.2011.09.006
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    Cited by:

    1. Kyoo‐Man Ha, 2016. "Facilitating Redundancy‐Oriented Management with Gene‐Therapy‐Oriented Management Against Disaster," Risk Analysis, John Wiley & Sons, vol. 36(6), pages 1262-1276, June.
    2. Novak, Jeremy & Farr-Wharton, Ben & Brunetto, Yvonne & Shacklock, Kate & Brown, Kerry, 2017. "Safety outcomes for engineering asset management organizations: Old problem with new solutions?," Reliability Engineering and System Safety, Elsevier, vol. 160(C), pages 67-73.
    3. Benjamin Van Rooij & Adam Fine, 2018. "Toxic Corporate Culture: Assessing Organizational Processes of Deviancy," Administrative Sciences, MDPI, vol. 8(3), pages 1-38, June.

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