Abstract
Emergency Operations Centers (EOCs) are crucial to disaster response, yet their organizational structure and operational dynamics remain understudied. Through qualitative analysis of federal and state emergency management documents, including Federal Emergency Management Agency guidance and the Oklahoma State Emergency Operations Plan, this research examines mechanistic and organic organizational elements. Using organizational theory as an analytical framework, we identify three key findings: (1) EOCs operate along a continuum between mechanistic and organic structures; (2) informal organic design elements significantly influence EOC operations during disasters but remain largely undocumented; and (3) predisaster networking among EOC participants is essential for effective disaster operations. Drawing on crisis management and resilience frameworks, this research extends previous work while offering researchers and EOC participants practical recommendations for improving EOC design, training, and operations. Our findings suggest that EOC effectiveness depends on explicitly recognizing and supporting both mechanistic and organic structures.