What Lies Beneath? The Role of Informal and Hidden Networks in the Management of Crises

Abstract

Abstract Crisis management research traditionally focuses on the role of formal communication networks in the escalation and management of organisational crises. Here, we consider instead informal and unobservable networks. The paper explores how hidden informal exchanges can impact upon organisational decision‐making and performance, particularly around inter‐agency working, as knowledge distributedacrossorganisations and sharedbetweenorganisations is often shared through informal means and not captured effectively through the formal decision‐making processes. Early warnings and weak signals about potential risks and crises are therefore often missed. We consider the implications of these dynamics in terms of crisis avoidance and crisis management.

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