Crisis project management practice in emergency services
Crisis project management practice in emergency services
Applying an autoethnographic methodology, this paper proposes the potential benefits to both project professionals and their organisations that could be realised through the application of decision making models and risk management strategies. Critically reviewing the issue at an organisational level, this paper offers a means to alter the existing dynamics and institutional pressures in project management practices to enable project professionals, especially those in high-risk industries and crisis scenarios, to manage decision making in a more consistent evidence-based manner and reduce the risk of command indecision and project failure. The research has generated a novel and interdisciplinary contribution to project management discourse and knowledge, and provided practice-based management and policy development for future application, offering beneficial alternative perspectives for enhanced and more ethical project and organisation management facing critical scenarios.
Crisis Management, Project Management, Emergency Services, UK Fire Service, Process Paralysis, Institutional Theory, Autoethnography
Dong, Hao
73a03c20-d661-446a-b45e-d2cf9e556998
Dacre, Nicholas
90ea8d3e-d0b1-4a5a-bead-f95ab32afbd1
Barber, Carl
9a1aa41e-21e2-4b4f-91f9-334294df6d29
Dong, Hao
73a03c20-d661-446a-b45e-d2cf9e556998
Dacre, Nicholas
90ea8d3e-d0b1-4a5a-bead-f95ab32afbd1
Barber, Carl
9a1aa41e-21e2-4b4f-91f9-334294df6d29
Dong, Hao, Dacre, Nicholas and Barber, Carl
(2021)
Crisis project management practice in emergency services.
Institute of International Business and Governance<br/>(IIBG) Academia-Industry Exchange 2021: Conference on Business as usual: How do we turn the new normal into normal?, , Hong Kong, Hong Kong.
03 - 04 Dec 2021.
(In Press)
Record type:
Conference or Workshop Item
(Paper)
Abstract
Applying an autoethnographic methodology, this paper proposes the potential benefits to both project professionals and their organisations that could be realised through the application of decision making models and risk management strategies. Critically reviewing the issue at an organisational level, this paper offers a means to alter the existing dynamics and institutional pressures in project management practices to enable project professionals, especially those in high-risk industries and crisis scenarios, to manage decision making in a more consistent evidence-based manner and reduce the risk of command indecision and project failure. The research has generated a novel and interdisciplinary contribution to project management discourse and knowledge, and provided practice-based management and policy development for future application, offering beneficial alternative perspectives for enhanced and more ethical project and organisation management facing critical scenarios.
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More information
Accepted/In Press date: 8 October 2021
Venue - Dates:
Institute of International Business and Governance<br/>(IIBG) Academia-Industry Exchange 2021: Conference on Business as usual: How do we turn the new normal into normal?, , Hong Kong, Hong Kong, 2021-12-03 - 2021-12-04
Keywords:
Crisis Management, Project Management, Emergency Services, UK Fire Service, Process Paralysis, Institutional Theory, Autoethnography
Identifiers
Local EPrints ID: 452098
URI: http://eprints.soton.ac.uk/id/eprint/452098
PURE UUID: c963b428-065d-462c-9bec-ff075ca4494e
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Date deposited: 11 Nov 2021 17:37
Last modified: 08 Nov 2024 02:56
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Contributors
Author:
Carl Barber
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