Crisis management at the government offices: a Swedish case study

• Published in: Disaster Prevention and Management
• Main Authors: Larsson, Gerry, Bynander, Fredrik, Ohlsson, Alicia, Schyberg, Erik, Holmberg, Martin
• Format: Article in Journal/Newspaper
• Language: English
• Published: Emerald 2015
• Subjects: Eyjafjallajökull; Iceland
• Online Access: http://dx.doi.org/10.1108/dpm-11-2014-0232; http://www.emeraldinsight.com/doi/full-xml/10.1108/DPM-11-2014-0232; https://www.emerald.com/insight/content/doi/10.1108/DPM-11-2014-0232/full/xml; https://www.emerald.com/insight/content/doi/10.1108/DPM-11-2014-0232/full/html

Purpose – The purpose of this paper is to gain a deeper understanding of crisis management at the Swedish Government office level in an international crisis by using a multiperspective approach, and paying particular attention to factors contributing favorably to the management process. Design/methodology/approach – The Eyjafjallajökull volcano eruption on Iceland in 2010 was accompanied by an ash cloud that caused serious air traffic problems in large parts of Europe. Interviews were conducted with seven high-level informants at the Swedish Government offices and two informants at the Swedish Aviation Authority. An interview guide inspired by governance, command and control, and leadership perspectives was used. Findings – A Crisis Coordination Secretariat, organizationally placed directly under the prime minister, coordinated the operation. A combination of mandate (hard power) and social smoothness (soft power) on part of the Crisis Coordination Secretariat contributed to confidence building and a collaboration norm between the ministries, and between the ministries and their underlying agencies. Preparatory training, exercises and a high level of system knowledge on part of the Crisis Coordination Secretariat – contextual intelligence – also contributed to a favorable crisis management. Research limitations/implications – The study relies on retrospective self-report data only from a limited group of informants making generalizations difficult. Practical implications – The organizational positioning of the Crisis Coordination Secretariat directly under the prime minister gave its members formal authority. These members in turn skillfully used social flexibility to build confidence and a will to collaborate. This combination of hard and soft power is recommended. Originality/value – The multiperspective approach used when designing the interview guide and when interpreting the responses was new as well as the focus on factors contributing to crisis management success.