DISASTER AND ORGANIZATIONAL CHANGE. A STUDY OF THE LONG-TERM CONSEQUENCES IN ANCHORAGE OF THE 1964 ALASKA EARTHQUAKE

Abstract

The report discusses the findings of a year and a half field study on the long-term effects of the March 27, 1964 Alaska earthquake on a sample of twenty-three Anchorage organizations. Seventeen of the organizations studied experienced some long-term change as a result of the earthquake. In some cases the disaster facilitated the emergence of new patterns of change and in others it accelerated preexisting trends. Organizations tended to undergo long-term change when the earthquake significantly altered their environments, for example, by creating new demands, and when it engendered or heightened internal problems such as organizational strains.

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Document Details

Document Type
Technical Report
Publication Date
Sep 01, 1969
Accession Number
AD0701934

Entities

People

  • William A. Anderson

Organizations

  • Ohio State University

Tags

Communities of Interest

  • Biomedical
  • Energy and Power Technologies
  • Human Systems
  • Weapons Technologies

DTIC Thesaurus Topics

  • Air Force
  • Business Administration
  • Civil Defense
  • Disasters
  • Employment
  • Health Services
  • Medical Personnel
  • Military Personnel
  • Organizational Structure
  • Personnel Management
  • Public Health
  • Radio Equipment
  • Security
  • Social Problems
  • Sociology
  • Urban Areas
  • Warning Systems

Readers

  • Emergency Management and Homeland Security.
  • Organizational Psychology.
  • Systems Analysis and Design