Organizing in the Face of Risk and Threat, edited by Barbara Czarniawska, examines decades of organisational theory and applies it through a modern perspective, to the study of risk and threat. Over the past few decades, the authors argue, a constructionist perspective has shown that it is the flow of processes, not the rigidity of structures, which determines success in organising for a modern age. The authors demonstrate that organisation in risk and threat management should follow this diktat of fluidity by examining an array of past events that were both adequately and inadequately resolved. It is argued that there is no perfect recipe for organising in the face of risk and threat, and that by encouraging well-practiced improvisation, future risks and threats can be met with a dynamic and effective response.
Action nets are introduced as interconnected and collective actions from singular or multiple sources, which holistically examine what is being done to manage a risk or threat. Rather than traditionally focusing on who is influencing organisational efforts, action nets focus on the efforts themselves. In this way “what is being done?” is appraised, not “who is doing what?” Though edited by Barbara Czarniawska, each chapter of Organizing in the Face of Risk and Threat is written by one of ten different members of the Organizing in Action Nets (OAN) research programme, at the Gothenburg Research Institute (GRI). The concept of action nets is therefore outlined and explained with a variety of different situational examples and overarching explanations, which leaves the reader with a deep appreciation and understanding for this comprehensive approach.
If action nets are this books favoured method of explaining organisational efforts, then its favoured message is “out with the old, and in with the new”. Old practices of formal structures, consistently refined and represented by individuals of differing rank responsibility, are bluntly criticised. Newer practices involving ground level improvisation and flexibility are argued to be much more effective in producing rapid and triumphant organisational strategies. The authors demonstrate this well using a range of real-world examples covering: the Marburg virus and bird flu, welfare services, adventure tourism health and safety, the Gudrun cyclone of 2005, as well more abstract risk and threats such as aesthetic and cultural differences in the modern world. Each chapter focuses on an example such as this, utilising a strong case study structure paired with an engaging narrative presentation giving this title an agreeable flow. From preparedness, to responsibility, perception, and cultural differences, the variety of organisational elements Organizing in the Face of Risk and Threat covers engage the reader with an extended understanding of the effectiveness of action nets in organising risk and threat responses.
It will come as no surprise to the reader that Organizing in the Face of Risk and Threat carries the same refinement and cognizance present in Czarniawska's other works. An award winning researcher, this title represents the quality of work produced by Czarniawska in advancing the understanding of organisational academia. The other authors of this book demonstrate their skill and understanding of organisational efforts in a variety of settings. The effort and capability with which they deftly reduce organisation in action nets to a comprehensible text is clear and commendable. Readers of Organizing in the Face of Risk and Threat can parse through this work clearly, despite it covering a subject matter that could so easily have been presented in an impenetrable manner. A regular structure, and an impressively fluent introduction to organisational research by Ulla Eriksson-Zetterquist, makes it improbable that a reader will feel out of depth moving from chapter to chapter.
Reflecting on reading this book, it seems entirely impossible that so much has been squeezed into such a short text (175pp). Each chapter is well established, and feels in no way pinched. A respectable reference section supports the arguments made by authors, whilst providing readers with a select introduction to organisation theory research, ranging from globalisation to risk taking behaviour. The resulting collaboration furnishes a pleasant reading experience, giving a distinct impression of each chapter in relation to the greater research.
Organizing in the Face of Risk and Threat, whilst fascinating and novel, doesn’t make any outrageous claims. In fact, the authors’ claims are quite simple: the book successfully reinvigorates dated vocabulary surrounding organisational theory in the modern age. Many examples, whilst having occurred some years past, remain relevant. Easy comparisons could be made between the Gudrun storm and future extreme weather events. The arguments made are based on real human behaviour, and are supported by other areas of psychological and sociological research. Further claims that well-practiced improvisation is of benefit to producing efficient and effective responses to risks and threats is supported with relevant case studies; notably the Marburg virus outbreak in Angola, 2005. The book supports its claims thoroughly, describing multiple sources of evidence with precision and ease.
Whilst Organizing in the Face of Risk and Threat reliably supports its claims with evidence, that doesn’t mean the book is without minor imperfections. Whilst concrete risks and threats are rigorously covered, only two small examples of abstract risks (conceptual risks relating to human notions) are included briefly before the concluding chapter. Similarly examples of risks and threats from other areas of the world were lacking. The constructivist perspective (which argues that systems are created by the human mind to meaningfully interpret their world) is central to the arguments made in Organizing in the Face of Risk and Threat, yet typically Euro-centric examples are used. Whilst some bias would be expected, especially considering all the books authors are based in Gothenburg, Sweden, a greater attempt could have been made to include a more representative range of perspectives. A constructivist perspective is going to be heavily influenced by the environment of its perceiver, and in this way the organisational theory of risks and threats outlined in this book may deviate from the reality of other cultures.
However these problems are minor and Organizing in the Face of Risk and Threat fulfils its purpose with a crisp charm. The depth and diversity it holds, whilst not excessive, does not stray too far from the intention to introduce and advance a new facet of organisational theory. The authors have succeeded in defining an illuminating approach to organisational thinking.
