章节

政府危机学习障碍:来自中国的案例证据

关键词

作者

张美莲

参考文献 查看全部 ↓
  • Anderson,J.E.,Kodate,N.,“Learning from Patient Safety Incidents in Incident Review Meetings:Organizational Factors and Indicators of Analytic Process Effectiveness,” Safety Science 80(2015):105-114.
  • Antonacopoulou,E.P.,Sheaffer,Z.,“Learning in Crisis:Rethinking the Relationship between Organizational Learning and Crisis Management,” Journal of Management Inquiry 1(2014):5-21.
  • Baumard,P.,Starbuck,W. H.,“Learning from Failures:Why it May Not Happen,” Long Range Planning 38(2005):281-298.
  • Boin,A. et al.,The Politics of Crisis Management:Public Leadership under Pressure,Cambridge,England:Cambridge University Press,2005.
  • Broekema,W.,“Crisis-Induced Learning and Issue Politicization in the EU:The Braer,Sea Empress,Erika,and Prestige Oil Spill Disasters,” Public Administration(2015).
  • Cannon,M.D.,Edmondson,A.C.,“Failing to Learn and Learning to Fail(Intelligently):How Great Organizations Put Failure to Work to Innovate and Improve,” Long Range Planning 38(2005):299-319.
  • Cedergren,A.,Petersen,K.,“Prerequisites for Learning from Accident Investigations-A Cross-Country Comparison of National Accident Investigation Boards,” Safety Science 8-9(2011):1238-1245.
  • Coles,E.,Learning the Lessons from Major Incidents:A Short Review of the Literature,http://www.epcresilience.com/EPC/media/Images/Knowledge%20Centre/Occasionals/Occ10-Paper.pdf,2014.
  • Dasgupta,M.,“Organizational Learning and its Practices:A Review,” Social Science Electronic Publishing 1(2012):1-11.
  • Dekker,S.,Hansén,D.,“Learning under Pressure:The Effects of Politicization on Organizational Learning in Public Bureaucracies,” Journal of Public Administration Research & Theory 2(2004):211-230.
  • Dekker,S.W. A.,“Just Culture:Who Gets to Draw the Line?” Cognition Technology & Work 3(2009):177-185.
  • Deverell,E.C.,Crisis-Induced Learning in Public Sector Organizations,Stockholm:Elanders Sverige,2010.
  • Donahue,A.K.,Tuohy,R.V.,“Lessons We Don’t Learn:A Study of the Lessons of Disasters,Why We Repeat Them,and How We Can Learn Them,” Homeland Security Affairs 2(2006).
  • Drabek,T.E.,“Disaster in Aisle 13 Revisited,” in Russell R. Dynes and Kathleen J. Tierney,eds.,Disasters,Collective Behavior,and Social Organization,Newark:University of Delaware Press,1994,pp.26-44.
  • Drupsteen,L.,Guldenmund,F. W.,“What Is Learning?A Review of the Safety Literature to Define Learning from Incidents,Accidents and Disasters,” Journal of Contingencies & Crisis Management 2(2014):81-96.
  • Fiol,C.M.,Lyles,M.A.,“Organizational Learning,” Academy of Management Review 4(1985):803-813.
  • Gephart,R. P.,“Making Sense of Organizationally Based Environmental Disasters,” Journal of Management 10(1984):205-225.
  • Kaliner,J.,“When Will We ever Learn?The After Action Review,Lessons Learned and the Next Steps in Training and Educating the Homeland Security Enterprise for the 21st Century,” Chds State/Local(2013).
  • Lipshitz et al.,“Taking Stock of Naturalistic Decision Making,” Journal of Behavioral Decision Making 5(2001):331-352.
  • Lipshitz,R.,Popper,M.,Friedman,V. J.,“A Multifacet Model of Organizational Learning,” Journal of Applied Behavioral Science 1(2002):78-98.
  • Moynihan,D.P.,“From Intercrisis to Intracrisis Learning,” Journal of Contingencies & Crisis Management 3(2009):189-198.
  • Moynihan,D.P.,“Learning under Uncertainty:Networks in Crisis Management,” Public Administration Review 2(2008):350-365.
  • Nathan,M.L.,Kovoor-Misra,S.,“No Pain,Yet Gain Vicarious Organizational Learning from Crises in an Inter-Organizational Field,” Journal of Applied Behavioral Science 2(2002):245-266.
  • Pidgeon,N.,O’Leary M.,“Man-Made Disasters:Why Technology and Organizations(Sometimes)Fail,” Safety Science s1-3(2000):15-30.
  • Reiter,D.,Crucible Beliefs:Learning,Alliances and World Wars,Ithaca,NY:Cornell University Press,1996.
  • Roux-Dufort C.,“Why Organizations Don’t Learn from Crises:The Perverse Power of Normalization,” Review of Business 3-4(2000):25-30.
  • Roux-Dufort,C.,Metais,E.,“Building Core Competencies in Crisis Management through Organizational Learning:The Case of the French Nuclear Power Producer,” Technological Forecasting & Social Change 2(1999):113-127.
  • Sagan,D.S.,The Limits of Safety:Organizations,Accidents,and Nuclear Weapons,Princeton University Press,1993.
  • Shani,A.B.,Docherty,P.,“Learning by Design:Key Mechanisms in Organization Development,” in Cummings,T.,ed.,Handbook of Organization Development,Sage,Thousand Oaks,CA,2008,pp.499-518.
  • Smith,D.,Elliott,D.,“Exploring the Barriers to Learning from Crisis Organizational Learning and Crisis,” Management Learning 5(2007):519-538.
  • Stead,E.,Smallman,C.,“Understanding Business Failure:Learning and Un-Learning from Industrial Crises,” Journal of Contingencies & Crisis Management 1(2002):1-18.
  • Stern,E.,“Crisis and Learning:A Conceptual Balance Sheet,” Journal of Contingencies & Crisis Management 2(1997):69-86
  • Toft,B.,Reynolds,S.,Learning from Disasters:A Management Approach,Macmillan Education UK,1997.
  • Toft,B.,Reynolds,S.,Learning from Disasters:A Management Approach,Perpetuity Press Ltd.,Leicester,1997,pp.61-64.
  • Tompkins,P.K.,Apollo,Challenger,Columbia:The Decline of The Space Program,Los Angeles,CA:Roxbury,2005.
  • Weick,K.E.,Ashford,S.J.,“Learning in Organizations,” in F. M. Jablin,L. L. Putnam,eds.,The New Handbook of Organizational Communication:Advances in Theory,Research,and Methods,Thousand Oaks,CA:Sage,2001,pp.704-731.
  • Weick,K.E.,Making Sense of the Organization,Oxford,UK:Blackwell Ltd.,2001.
  • 陶鹏:《灾害批示与公共组织学习演进机制:以安全生产管理制度为例》,《公共行政评论》2016年第1期。
  • 王选辉:《违规操作为管道事故首因》,《法制晚报》2014年8月2日。
  • 张美莲:《危机学习面临的挑战——一个事故调查报告的视角》,《吉首大学学报》(社会科学版)2016年第1期。
  • 钟开斌:《从灾难中学习:教训比经验更宝贵》,《行政管理改革》2013年第6期。
  • 钟开斌:《事故调查勿以政治问责代替技术分析》,《领导科学》2014年第15期。

政府危机学习障碍:来自中国的案例证据

可试读20%内容 PDF阅读 阅读器阅览

试读已结束,剩余80%未读

¥9.12 查看全文 >

VIP免费

章节目录

  • 一 引言
  • 二 西方政府危机学习的障碍因素
    1. 1.认知因素
    2. 2.信息因素
    3. 3.组织因素
    4. 4.政治因素
  • 三 西方障碍因素研究类型分析与评价
    1. 1.类型归纳
    2. 2.研究评价
  • 四 来自中国的经验印证与案例分析
    1. 1.西方危机学习障碍因素在我国的表现
      1. (1)同构学习(Isomorphic Learning)困境与“一事一学习”
      2. (2)组织记忆(Organizational Memory)丧失与人员流动导致的经验流失
      3. (3)成功政治(Politics of Success)的弊端与事故调查的问责导向
    2. 2.其他阻碍因素
      1. (1)上级支持力度不够、财力不足等造成的资源约束
      2. (2)形式主义存在,反思改进执行不力
      3. (3)制度化的危机学习机制缺失
  • 五 本章小结

章节图片/图表

查看更多>>>