Introduction

Crisis preparedness is of critical importance for society today, and the development of exercises that can be used in training for crisis situations is a key component (Wilson and Gosiewska, 2014). However, conducting conventional crisis exercises is both time-consuming and expensive (e.g. Field et al., 2012). To overcome these obstacles and to complement traditional exercises, digitalization is suggested as one path to follow because of the flexibility afforded, and the opportunity to use distributed exercises (Magnusson et al., 2019). Although earlier research presents several examples of software for crisis training, there are few examples of implementation, and the dissemination of these tools is not apparent. Moreover, it is well known that merely implementing new technology seldom has a positive impact on an organization unless strategies and business processes are reviewed in conjunction with the implementation. 

In this paper, we report on results from an ongoing research project that aims to develop a Digital Crisis Training Concept (DCTC). We elaborate on future plans, and dissemination of these results. This paper is a first step in the development of a model for using the DCTC in local and regional governments to facilitate digitalization. The model builds on management training research in general (e.g. Salas et al., 2009), and crisis training in particular (e.g. van Laere and Lindblom, 2018). 

Method

In this work, we adopt design science as our research strategy. In design science, the contribution is always an artifact (Hevner et al., 2004).  The main contribution in this research is a model for using a DCTC, that includes generic business process models to facilitate its implementation in organisations. In order to develop and present the model we first developed, and later tested, four tools, i.e. instantiations, for use in crisis management training (Magnusson et al., 2019, Bellström et al., 2019). Conclusions drawn from developing and testing these tools are used as input to the development of the presented model.

Conclusion

In this paper, a model for using a DCTC in local and regional government is proposed. The model guides the use of digital training tools when planning and executing long-term crisis training programs that range from individual training to joint exercises, from co-located to distributed usage, and from a single organization to a cross-sectoral approach.  The model also prompts how business processes for planning and executing crisis training exercises need to be changed, and how the four digital tools described in Magnusson et al. (2019) might be used appropriately to contribute to crisis training activities in organizations.