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dc.contributor.authorBye, Rolf Johan
dc.contributor.authorAlmklov, Petter Grytten
dc.contributor.authorAntonsen, Stian
dc.contributor.authorNyheim, Ole Magnus
dc.contributor.authorAalberg, Asbjørn Lein
dc.contributor.authorJohnsen, Stig Ole
dc.date.accessioned2019-03-01T10:12:05Z
dc.date.available2019-03-01T10:12:05Z
dc.date.created2018-10-01T13:51:50Z
dc.date.issued2018
dc.identifier.citationSafety Science. 2018, 111 67-79.nb_NO
dc.identifier.issn0925-7535
dc.identifier.urihttp://hdl.handle.net/11250/2588216
dc.description.abstractIn this paper we address the institutional context of the police response during the 22 July terror attacks in Norway. Our analysis shows how institutionalized informal practices, established over time, influenced the police response during the attacks. The response presented challenges in terms of management of actor complexity (the number of actors involved and the need for coordination) and uncertainty. The importance of these dimensions is discussed based on the police's response during the terror attack in Oslo in 2011. Our analysis of the course of events shows that the resources dedicated to strategic management were marginalized during the event and that insufficient attention was directed towards intelligence and investigation. This contributed to an ineffective police effort to track and capture the perpetrator and prevent or respond to the secondary attack. This is similar to what is often found in hindsight investigations of crises. The aim of this paper is to contextualize and analyze these findings in light of the institutional context of the Norwegian police. Reports from exercises before and after the terror attack indicate that the marginalization of strategic work, intelligence and investigation has been and remains a persistent problem in the Norwegian police. Interviews indicate that there are informal aspects of the police organization regarding status and established conventions of what “proper police work” is about that explain how the observed inadequacies are deeply embedded in the organization. As such, the paper is not a study of a failure in crisis management, but rather the institutional patterns of action that make actions and decisions stand out as meaningful for the actors involved in dealing with situations of high complexity and uncertainty.nb_NO
dc.language.isoengnb_NO
dc.publisherElseviernb_NO
dc.relation.urihttps://www.sciencedirect.com/science/article/pii/S0925753518304168?via%3Dihub
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/deed.no*
dc.titleThe institutional context of crisis. A study of the police response during the 22 July terror attacks in Norwaynb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.source.pagenumber67-79nb_NO
dc.source.volume111nb_NO
dc.source.journalSafety Sciencenb_NO
dc.identifier.doi10.1016/j.ssci.2018.09.011
dc.identifier.cristin1616782
dc.relation.projectNorges forskningsråd: 234391nb_NO
dc.description.localcode© 2018. This is the authors’ accepted and refereed manuscript to the article. Locked until 01.10.2021 due to copyright restrictions. This manuscript version is made available under the CC-BY-NC-ND 4.0 license http://creativecommons.org/licenses/by-nc-nd/4.0/nb_NO
cristin.unitcode194,67,45,0
cristin.unitnameInstitutt for sosialantropologi
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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