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Organisational socialisation in a crisis context.

Carole Lalonde¹

¹Department of Management, University Laval, Canada. carole.lalonde@mng.ulaval.ca

|October 30, 2009

Summary

This study explores organizational socialization during crises, viewing crises as novel states requiring new knowledge mobilization. Findings from the Quebec ice storm crisis inform crisis management and socialization research.

Area of Science:

Organizational Studies
Crisis Management
Social Psychology

Background:

Organizational socialization is typically studied in stable environments.
Crises represent a shift from normal to exceptional operational states.
Actors must adapt knowledge and skills during crises.

Purpose of the Study:

To identify key dimensions of organizational socialization within crisis contexts.
To analyze how actors mobilize knowledge and skills during crises.
To bridge the gap between organizational socialization and crisis management literature.

Main Methods:

Literature review on organizational socialization.
Analysis of actor testimonies from the 1998 Quebec ice storm crisis.
Qualitative data analysis of crisis management experiences.

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Main Results:

Crises necessitate a distinct socialization process, altering how actors engage with their roles.
Actors develop new strategies for knowledge mobilization and skill utilization under pressure.
The Quebec ice storm crisis provides a case study for these adaptive socialization dynamics.

Conclusions:

Crises function as unique socialization contexts demanding adaptive responses.
Understanding crisis-specific socialization enhances crisis management strategies.
This research encourages interdisciplinary dialogue between socialization and crisis management fields.