Colin Pilbeam – författare

Extreme events such as accidents, crises and disasters occur in organizations of all types. Sometimes these hit the headlines, but they also occur regularly beyond the public gaze. What follows is normally an investigation in which ‘lessons will be learned’ and the event ‘must never happen again’. These produce recommendations to limit the damage from a future event, or to prevent it altogether. In many cases, this doesn’t happen, and the changes are not implemented. Why should this be the case? Containing a unique collection of cross-sector and international case studies, this book investigates the conditions and processes that encourage or inhibit change after an extreme event. There are nine research-based cases including: a re-examination of change in Haringey Social Services in the aftermath of the deaths of Victoria Climbié and ‘Baby P’; a leak at Sellafield Nuclear reprocessing plant; an explosion on an offshore gas platform operated by Centrica Storage, and the multi-agency response to bush fires in Australia.In providing a comprehensive analysis of organizational change and crisis management, the book identifies a common event sequence and recurrent issues, themes and mechanisms. The cross-case analysis provides both unique insights into organizational change following extreme events and realistic guidance for improving change implementation. The result is a resource that will be vital reading for advanced students, researchers and managers involved with organizational studies and crisis management.

Big mistakes, misconduct, serious accidents and other disasters are normally followed by investigations which explore what went wrong. These produce recommendations to limit the damage from a future event, or to prevent it altogether. In many cases, this doesn’t happen, and ‘repeat crises’ occur. Why should this be the case? Surely, in the aftermath of extreme events, readiness for change will be high?This book shows how the conventional ‘rules’ of change management do not always apply in extreme contexts. It explores other perspectives and approaches, as well as the challenges of implementing change in the aftermath of extreme events. Disastrous and tragic, such events are also useful in providing an audit of organizations’ systems, procedures, practices, cultures, norms, and behaviours, exposing gaps and flaws. The chapters in this book also establish guidelines for practice, noting that conditions at the implementation phase have implications for crisis management and the conduct of investigations. In providing a comprehensive analysis of organizational change and crisis management, the book develops a fresh conceptualization of change and change processes in extreme contexts. The result is a resource that will be vital reading for advanced students, researchers and managers involved with organizational studies and crisis management.

Demonstrating how impact can be created and derived from doctoral programmes, this book focuses on their influence on academic knowledge, policy and practice. Significantly, it highlights the crucial impact of these programmes on the individual and the enduring consequences of this.Drawing on their extensive experience and conversations with stakeholders in doctoral education from around the world, and incorporating real case examples, the authors provide practical guidance throughout the book which enables readers to enhance the design of new and existing doctoral programmes for greater impact. Each chapter ends with questions to stimulate reflection on the readers’ experience of impact from doctoral education. The concluding chapter outlines a manifesto for enhancing and ensuring impact from doctoral research in the future.With insights into the impact of doctoral programmes on individual researchers, this book will be essential reading for scholars of management education, as well as being a valuable resource for Higher Education administrators and senior academics around the world tasked with increasing impact from their doctoral programmes.