Organizations are often unaware of some of the most important forces influ encing their actions. This article expands on that general observation for the subject of man-made, organizationally induced crises or disasters. Interviews with 30 executives in 23 organizations revealed that 19 companies saw them selves as being more vulnerable to crises than they were in the past. However, only 10 of them had a relatively integrated crisis management plan; 13 had no or only fragmented efforts in crisis management. The authors identify key cul tural characteristics that explain the discrepancy between the two groups. The 'concept of self' or 'orghanizational identity' appears to be paramount in influ encing strategic actions in crisis management. Many organizations need to be encouraged to examine their basic sense of identity. (Ed.)
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