Abstract:

A study involving a collaborative effort between American and Mexican social scientists was made of the individual and organizational response to the 1985 earthquake in Mexico City.  Our general findings only about the activities of organizations are summarized under five general themes: (1) the massive and complex organizational response was decentralized, (2) resources for organizational actions were not problematical but there were difficulties in their quick and effective use, (3) the dominant organizational behavior was emergent rather than traditional, (4) organizational personnel carried out their work and occupational roles, and (5) there was changes in disaster planning of organizations as a result of the disaster.  Both practical and theoretical implications of our research findings are noted.

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