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PurposeThis paper aims to develop a theoretical understanding of how multiple crisis experience affects preparedness issues, and how the learning potential of municipal crisis experience can be developed. The focus is on municipal decision‐makers.Design/methodology/approachTwo group interviews were conducted with a total of 13 municipal Chief Officers and Politicians. Data were analysed by a grounded theory approach.FindingsA theoretical model is presented, which includes both managers' views on their experiences related to preparedness and how development/revision of crisis can be explained. Experiences are not entirely positive or negative. Managers have developed a good preparedness in some aspects but they are also conscious about shortcomings in their preparedness. The model includes: level one, primary assessments, including strengths and limitations; and level two, reflection, where difficult choices and dilemmas faced are recalled, and future concerns are expressed.Research limitations/implicationsThe sample is small and range of experience is limited, since both municipalities studied have been fairly successful in their crisis management.Practical implicationsThe findings can be used to develop evaluation and application of crisis experience by individuals and in the crisis management system, and to develop exercises.Originality/valueThe empirical data resulting from this study show the complexity in crisis experience, the need for better evaluation and the value of group reflection in evaluation.

Lately, scholars have been engaging in studies on the crossroads between collaborative public management and crisis management, but our knowledge on how organizations work together with interorganizational goals in times of crisis or in relation to the threat that crises pose, is still limited. This study aims to illuminate how interagency horizontal collaboration plays out in practice. An interview study with twenty‐three Swedish duty officers in three organizations with critical tasks in the institutional crisis management system is carried out to unearth impediments to interagency collaboration that emerge when organizations from different policy subsystems engage in crisis collaboration. Empirically, the study contributes with new knowledge on how a crucial function in crisis management carries out work and deals with challenges. Theoretically, it contributes to the literature on crisis management collaboration by shedding light on processes of horizontal collaboration in the area of crisis management.

Much of the responsibility for societal safety and crisis preparedness rests with local municipal leaders. These tasks are demanding, and often insufficiently prioritized and supported. The purpose of this study was to identify factors influencing motivation to work with these issues, and to explore relationships among such factors. Two datasets, formed the basis of the analysis. From the qualitative analysis, a model was developed describing three main categories of motivational factors: person‐related, organizational and activity‐related. Actual crisis experience was found to influence factors in all three categories. Differences regarding motivational forces could be identified among different roles among officials. Self‐determination theory is applied to the model, illustrating possible ways to influence motivation for work with preparedness issues.

PurposeThe purpose of this paper is to develop a theoretical understanding of experiences of crisis management among municipal leaders.Design/methodology/approachA total of 16 chief officers and three politicians from three different municipalities were interviewed concerning experiences of dealing with a severe storm. Data were analyzed by a grounded theory approach.FindingsData analysis generated a model. Central to the model is an evaluation sphere, which reflects tension between everyday circumstances and crisis needs, between assessments of legislation and practices as a support or hindrance, and assessments of human vulnerability versus coping resources. Manager characteristics, the societal context within which the event occurred, and crisis characteristics all influence this evaluation sphere. Particular stressors include the fact that the leaders themselves were personally affected by the storm, the difficult decisions and assessments that had to be made, the uncertainty of the situation and the timing, soon after the tsunami. Crisis management, decisions and actions can be seen as formed from the evaluation sphere and the influencing factors.Research limitations/implicationsThe paper has a small sample and limited representativeness. Generalizability of the model should be tested in other crisis events.Practical implicationThe model can be used as a tool to design exercises and as a guideline for authorities, in providing preparedness and crisis support.Originality/valueThe paper provides a theoretical model highlighting the complex evaluations underlying managers' decisions and actions in real‐ life situations.

The hypothesis was that post-Cold War downsizing of the military defense is associated with low levels of public anchoring, and that better anchoring is associated with a perception of a better performance by the Swedish Armed Forces (SAF) and with a SAF connection and military experience. An additional research question concerned the level of concordance between the military and political elites and the population on these issues. A questionnaire was sent to 3,000 randomly selected residents. The results showed that post-Cold War downsizing was only partly associated with low levels of anchoring. Better anchoring was associated with a perception of a better performance by the SAF and with SAF connection and experience. There was significant concordance between the elites and the public. The study shows that anchoring is best supported by increased communication of the results and benefits of the military defense to all subgroups of the population.

The hypothesis was that post-Cold War downsizing of the military defense is associated with low levels of public anchoring, and that better anchoring is associated with a perception of a better performance by the Swedish Armed Forces (SAF) and with a SAF connection and military experience. An additional research question concerned the level of concordance between the military and political elites and the population on these issues.A questionnaire was sent to 3,000 randomly selected residents. The results showed that post-Cold War downsizing was only partly associated with low levels of anchoring. Better anchoring was associated with a perception of a better performance by the SAF and with SAF connection and experience. There was significant concordance between the elites and the public. The study shows that anchoring is best supported by increased communication of the results and benefits of the military defense to all subgroups of the population.