Chaos theory, uncertainty, and organizational learning: What the Ebola incident in Dallas teaches us about organizations. Issue 4 (12th November 2018)

• Record Type: Journal Article
• Authors: Keyes, Laura M.; Benavides, Abraham David
• Is Part Of: International journal of organization theory and behavior. Volume 21:Issue 4(2018)
• Page Start: 226
• Page End: 241
• Publication Date: 2018-11-12
• Subjects: Organizational learning -- Public policy -- Local government -- Ebola -- Chaos theory; Organization -- Periodicals; Industrial organization (Economic theory) -- Periodicals; Organizational behavior -- Periodicals; Organization; Industrial organization (Economic theory); Organizational behavior; Organizational Studies; Electronic journals; Periodicals; 658.1
• DOI: 10.1108/IJOTB-04-2018-0050
• Languages: English
• ISSNs: 1093-4537

Abstract

Abstract : Purpose: The purpose of this paper is to juxtapose chaos theory with organizational learning theory to examine whether public organizations co-evolve into a new order or rather institutionalize newly gained knowledge in times of a highly complex public health crisis. Design/methodology/approach: The research design utilizes the results from a survey administered to 200 emergency management and public health officials in the Dallas–Fort Worth metroplex. Findings: The findings of this paper suggest that public entities were more likely to represent organizational learning through the coordination of professionals, access to quality information, and participation in daily communication. Leadership was associated with the dissemination of knowledge through the system rather than the development of new standard operating procedures (as suggested by chaos theory and co-evolution). Research limitations/implications: There are limitations to this study given the purposive sample of emergency management and public health officials employed in the Dallas–Fort Worth metroplex. Practical implications: The authors find that public organizations that learn how to respond to unprecedented events through reliance on structure, leadership, and culture connect decision makers to credible information resulting in organizational learning. Social implications: As a result, public administrators need to focus and rely on their organization's capacity to receive and retain information in a crisis. Originality/value: This research contributes to our understanding of organizational learning in public organizations under highly complex public health situations finding decisions makers rely on both organizational structure and culture to support the flow of credible information.