Logic of crisis management practice in handling the COVID-19 pandemic: Experiences from two Swedish public-sector organizations

Olof Oscarsson; Gertrud Alirani; Erna Danielsson; Pär M. Olausson; Susanna Öhman

doi:10.5055/jem.0874

Authors

Olof Oscarsson, PhD https://orcid.org/0000-0001-8715-1589
Gertrud Alirani, PhD
Erna Danielsson, PhD
Pär M. Olausson, PhD
Susanna Öhman, PhD

DOI:

https://doi.org/10.5055/jem.0874

Keywords:

coronavirus disease 2019, public-sector organization, practice, higher management, operational management

Abstract

This study aims to examine the ambiguity and uncertainty surrounding crisis management and the implementation of national recommendations in two public-sector organizations during the initial phase of the coronavirus disease 2019 (COVID-19) pandemic. This study is based on two case studies: a municipality and a county administrative board in Sweden. Data were collected through interviews, surveys, and participation in meetings, and they were analyzed using a practice theory lens. The results demonstrate a lack of knowledge and uncertainty regarding the crisis management structure, leading to conflicting interpretations of rules, recommendations, and decision-making procedures. The somewhat uncoordinated response from central authorities had a significant impact on local handling of the crisis, requiring higher management to spend considerable time interpreting the regulations and adjusting them to the local situation. The lack of clear decision procedures and support from higher management creates frustration and anxiety among operational managers. Organizations struggle to keep up with fast-changing guidelines and implement them effectively, resulting in an increased workload and challenges in prioritizing resources. The study also reveals concerns about the long-term consequences and ability to maintain quality in core activities during a wide-ranging crisis as the COVID-19 pandemic.

Author Biographies

Olof Oscarsson, PhD

Mid-Sweden University, Risk and Crisis Research Center (RCR), Östersund, Sweden

Gertrud Alirani, PhD

Mid-Sweden University, Risk and Crisis Research Center (RCR), Östersund, Sweden

Erna Danielsson, PhD

Professor, Mid-Sweden University, Risk and Crisis Research Center (RCR), Östersund, Sweden

Pär M. Olausson, PhD

Mid-Sweden University, Risk and Crisis Research Center (RCR), Östersund, Sweden

Susanna Öhman, PhD

Professor, Mid-Sweden University, Risk and Crisis Research Center (RCR), Östersund, Sweden

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