Societies need to have the capability to manage extensive societal disturbances. Such events are often highly complex and dynamic, involving a large number of crisis management actors from different sectors and organizations. Societies need to possess the capability to continually develop and secure their interorganizational crisis management capability to handle these situations. A prerequisite for the development of an appropriate crisis management capability is that the interorganizational crisis management system can be assessed and described. The objective of the present study was to investigate the scientific literature concerning modelling and evaluation of interorganizational crisis management capability and crisis management systems. A systematic literature review was performed, and analyses were performed in two sub-studies: (1) Assessment of interorganizational crisis management capability and (2) Modelling interorganizational crisis management systems. The study on assessment of interorganizational crisis management capability resulted in the identification of nine themes. These were: interaction, relationships, coordination/C2, system performance, preparedness, situation awareness, resilience, decision making, and information infrastructure. Furthermore, types of methods used to assess inter-organizational crisis management capability were identified. The study on modelling interorganizational crisis management systems resulted in the identification of organizational and functional models, and analytical methods for modelling. Furthermore, descriptions of changes of interorganizational crisis management systems were investigated. In summary, it was found that descriptions of interorganizational crisis management systems are not coherently described, indicating a need for more consistent and standardized methods for modelling interorganizational crisis management systems. The main contributions of this work are (1) an increased understanding of what interorganizational crisis management capability comprises and how it is assessed, and (2) what models and components can be used to model or describe interorganizational crisis management systems. This knowledge is essential in order to understand how experiences from crisis management in exercises as well as real incidents can be used to utilize development of an adequate interorganizational crisis management capability.