Informal social networks as generic contingency plans

Alan Kirschenbaum, Carmit Rapaport

Research output: Contribution to journalArticlepeer-review


Emergency contingency plans are conceived as an alternative rational-logical set of actions when a formal emergency plan may be inadequate during an actual crisis. Most, like the official plan, are based on protocols inherent in the formal administrative structure of the organization with little attention paid to pervasive informal social networks found in the organization. We argue that a perspective focusing on informal social networks within organizations may provide a viable solution to supplement the formal plan. This approach integrates the power of informal social networks within and across organizations through the social context of transferring information and adaptive behaviours that have proven vital for organizational continuity. Special attention is paid to how a social network approach, as the basis for its integration into a viable contingency plan, is feasible for a variety of organizations.

Original languageEnglish
Pages (from-to)453-460
Number of pages8
JournalJournal of Contingencies and Crisis Management
Issue number4
StatePublished - Dec 2018

Bibliographical note

Funding Information:
This research was supported with the financial assistance of the European Union (Grant number 312395) and under no circumstances can the results presented here be regarded as reflecting the position of the European Union. We would like to thank the reviewers and Christine Adler the coordinator of the PsyCris Project for her insightful and helpful comments.

Publisher Copyright:
© 2018 John Wiley & Sons Ltd

ASJC Scopus subject areas

  • Management Information Systems
  • Management, Monitoring, Policy and Law


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