ABSTRACT
This chapter establishes the nature of organizational cooperation in crises and determines what factors facilitate and constrain organizational interactions. The salience of a situation on the organizational agenda and how an organization chooses to respond depends greatly on the perceptions of key decision makers and street-level bureaucrats. Heuristics, problem framing, stress, group dynamics, trust, and leadership styles are just some of the psychological factors that are likely to have an effect on organizational cooperation. With the two-fold objective of furthering our understanding of cooperation in crises and formulating more precise and practically applicable recommendations on how to structure and manage cooperation in crises, the continuation of the research ought to take place along the following lines: drawing on the three traditions of cooperation research combined in the chapter needs to formulate research questions addressing the specific effect factors identified by each perspective as influencing cooperation in crises.
