CRISIS MANAGEMENT IN RURAL PUBLIC ORGANIZATIONS: WHAT IT TAKES TO EVOLVE?

Abstract

The vortex of the financial crisis that struck European countries did not impact them as it has primarily affected the Mediterranean periphery. Instead, Greece was the prominent victim, both in terms of duration and size of crisis, with radical changes implemented. The present study explores the determinants of administrative and organizational amendments in the general rural administration during the economic crisis. Data were gathered through a qualitative survey with public officers and stakeholders and were gauged through a Delphi policy framework. The empirical study focuses on implementing crisis management and change management practices in the public sector. The results indicated that public administration was neither prepared to confront the crisis nor the changes that followed. On the other hand, stakeholders claim that despite all the changes that have occurred, the bureaucracy was unaffected and that there is a need for public services to be enhanced. The lessons derived suggest more profound shifts in the administrative practice, culture, implementation of organizational knowledge and tools to deal with crises and changes combined with organizational learning.