Organizational Response To The Mexico City Earthquake of 1985: Characteristics and Implications
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Date
1992
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Publisher
Disaster Research Center
Abstract
A study involving a collaborative effort between American and Mexican Social Scientist was made of the individual and organizational response to the 1985 earthquake in Mexico City. Our general findings only about the organizational activities are summarized under five general themes: 1) the massive and complex organizational response was decentralized, 2) resources for organizations were not problematical but there were difficulties in their quick and effective use, 3) the dominant organizational behavior was emergent rather than traditional, 4) organizational personnel carried out their work and occupational roles, and 5) there was changes in disaster planning of organizations as a result of the disaster. Both practical and theoretical implications of our research findings are noted.
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Keywords
Mexico City Earthquake, organizational activities, disaster response, organizational behavior, disaster planning