Organizational response to the Mexico City earthquake of 1985: characteristics and implications

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. General findings on 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 were changes in disaster planning of organizations as a result of the disaster. Both practical and theoretical implications of research findings are noted.