DISASTER AND ORGANIZATIONAL CHANGE. A STUDY OF THE LONG-TERM CONSEQUENCES IN ANCHORAGE OF THE 1964 ALASKA EARTHQUAKE

Abstract
The report discusses the findings of a year and a half field study on the long-term effects of the March 27, 1964 Alaska earthquake on a sample of twenty-three Anchorage organizations. Seventeen of the organizations studied experienced some long-term change as a result of the earthquake. In some cases the disaster facilitated the emergence of new patterns of change and in others it accelerated preexisting trends. Organizations tended to undergo long-term change when the earthquake significantly altered their environments, for example, by creating new demands, and when it engendered or heightened internal problems such as organizational strains.

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