This instrumental case study investigates how the disruptive forces of a disaster can change an organizational environment to promote organizational learning and innovation. Using interviews with employees who survived the catastrophic flood that severely damaged the Morgan Library at Colorado State University in 1997, this study demonstrates how employees' reactions to a workplace disaster influenced their mental models to promote new organizational learning, creativity, adaptation, and innovation.
|Adviser||Deborah L. Peck|
|Subjects||Library science; Management; Occupational psychology; Higher education|
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