ABSTRACT
This chapter focuses on the organizational cooperation strategies and behavior in a setting where the actors' perceive core values to be threatened and there is a sense of urgency and uncertainty about the situation. The study of crisis cooperation has focused more on causes of cooperation than on operationalizing the concept of cooperation. The chapter bridges the gap between qualitative case research and event data by systematically looking at new quantitative data on crises and organization behavior. The scale, focused on cooperative behavior in decision-situations, draws heavily on the Conflict and Mediation Event Observations (CAMEO) variable set. The testing of the World Event Interaction Survey (WEIS) operationalizations that Gerner and Schrodt developed make the variable descriptions and overall operationalization uncommonly well defined and calibrated. International relations scholars tend to focus on states interaction at the international level, public administration scholars examine organizational interactions within states, and social psychologists look at interactions between groups or individuals' embedded in a larger context.
