Department of Management, University Laval, Canada.
Disasters. 2010 Apr;34(2):360-79. doi: 10.1111/j.1467-7717.2009.01133.x. Epub 2009 Oct 26.
The objective of this paper is to highlight the dimensions characterising the socialisation process in a crisis context. Based on the definition of organisational socialisation advanced by Van Maanen and Schein (1979) and employed later by Jones (1986), a crisis is presented as a passage from a 'normal' situation to an 'exceptional' situation. A crisis represents a socialisation context in the sense that it is a novel state in which actors must develop a different way of mobilising their knowledge, utilising their skills, and practicing their trade or profession. The paper discusses certain findings that have emerged from the literature on organisational socialisation, as well as from the testimony of actors who participated in efforts to manage the Quebec ice-storm crisis of early 1998. It is hoped that this exploratory study's data will give rise to fruitful interaction between the field of organisational socialisation and that of crisis management.
本文旨在强调危机背景下社会化过程的特点维度。基于 Van Maanen 和 Schein（1979 年）提出的组织社会化定义，并被 Jones（1986 年）采用，危机被描述为从“正常”情况到“异常”情况的转变。从某种意义上说，危机是一个社会化的背景，因为它是一个新的状态，其中参与者必须发展一种不同的方式来调动他们的知识，利用他们的技能，并实践他们的行业或职业。本文讨论了一些从组织社会化文献以及参与管理 1998 年初魁北克冰暴危机的行为者的证词中得出的发现。希望本探索性研究的数据能够在组织社会化领域和危机管理领域之间产生有益的互动。
