Sources of organisational resiliency during the Thailand floods of 2011: a test of the bonding and bridging hypotheses

Based on the Institutional Collective Action framework, this research tests the impact of two competing hypotheses—bonding and bridging—on enhancing organisational resiliency. The bonding hypothesis posits that organisational resiliency can be achieved if an organisation works closely with others, whereas the bridging hypothesis argues that such a structure places considerable stress on an organisation and advocates for an organisation to position itself as a central actor to gain access to novel resources from a diverse set of entities to achieve resiliency. The paper analyses data gathered from semi‐structured interviews with 44 public, private, and non‐profit organisations serving communities affected by the Great Floods of 2011 in the Thai capital, Bangkok (urban), and in Pathum Thani (suburban) and Ayutthaya (rural) provinces. The findings suggest that: organisational resiliency was associated with the bridging effect; organisations in the rural province were more resilient than those in the suburban and urban centres; and private and non‐governmental organisations generally were more resilient than public sector organisations. The findings highlight the importance of fostering multi‐sector partnerships to enhance organisational resiliency for disaster response.     

Trust,but verify: social media models for disaster management

A lack of trust in the information exchanged via social media may significantly hinder decisionmaking by community members and emergency services during disasters. The need for timely information at such times, though, challenges traditional ways of establishing trust. This paper, building on a multi‐year research project that combined social media data analysis and participant observation within an emergency management organisation and in‐depth engagement with stakeholders across the sector, pinpoints and examines assumptions governing trust and trusting relationships in social media disaster management. It assesses three models for using social media in disaster management—information gathering, quasi‐journalistic verification, and crowdsourcing—in relation to the guardianship of trust to highlight the verification process for content and source and to identify the role of power and responsibilities. The conclusions contain important implications for emergency management organisations seeking to enhance their mechanisms for incorporating user‐generated information from social media sources in their disaster response efforts.     

The nuclear disaster management system in Taiwan: a case study of the third (Maanshan) nuclear power plant

This paper explores the effectiveness of the nuclear disaster management system in Taiwan via a review of the third (Maanshan) nuclear power plant. In doing so, the Fukushima Daiichi nuclear disaster in Japan on 11 March 2011 is reviewed and compared with the situation in Taiwan. The latter's nuclear disaster management system is examined with respect to three key variables: information; mobilisation; and inter‐organisational cooperation. In‐depth interviews with 10 policy stakeholders with different backgrounds serve as the research method. The results point up the need for improvement in all dimensions. In addition, they highlight three principal problems with the nuclear disaster management system: (i) it might not be possible to provide first‐hand nuclear disaster information immediately to the communities surrounding the Maanshan facility in Pingtung County, southern Taiwan; (ii) the availability of medical resources for treating radiation in Hengchun Township is limited; and (iii) the inter‐organisational relationships for addressing nuclear disasters need to be strengthened. Hence, cooperation among related organisations is necessary.     

Organisational learning and self-adaptation in dynamic disaster environments

This paper examines the problems associated with inter-organisational learning and adaptation in the dynamic environments that characterise disasters. The research uses both qualitative and quantitative methods to investigate whether organisational learning took place during and in the time in between five disaster response operations in Turkey. The availability of information and its exchange and distribution within and among organisational actors determine whether self-adaptation happens in the course of a disaster response operation. Organisational flexibility supported by an appropriate information infrastructure creates conditions conducive to essential interaction and permits the flow of information. The study found that no significant organisational learning occurred within Turkish disaster management following the earthquakes in Erzincan (1992), Dinar (1995) and Ceyhan (1998). By contrast, the 'symmetry-breaking' Marmara earthquake of 1999 initiated a 'double loop' learning process that led to change in the organisational, technical and cultural aspects of Turkish disaster management, as revealed by the Duzce earthquake response operations.     

Disaster response preparedness coordination through social networks

Studies of coordination in human networks have typically presented models that require stable working relationships. These models cannot be applied to emergency response management, which demands distributed coordination in volatile situations. This paper argues that changes to interconnectedness of nodes in a network may have implications for the potential to coordinate. A social network‐based coordination model is proposed to explore an organizational actor's state of readiness in extreme conditions. To test this hypothesis, the study investigates survey data from state law enforcement, state emergency services and local law enforcement, presenting agency‐based (macro) and cross‐agency (micro) analysis on 224 completed questionnaires. The main findings are: (i) there is a positive correlation between network connectedness and the potential to coordinate; (ii) the concept of tiers within an emergency response network may exist and be characterized by the sub‐network with which an organization associates; (iii) a range or threshold characterizes how interconnected an organization at a given tier should be.     

Emergency Safe Spaces in Haiti and the Solomon Islands

This paper provides background information on emergency Safe Spaces for children and specific information for responses in Haiti and the Solomon Islands. In 2007, both countries experienced natural disasters that resulted in internal displacement of thousands of people. The Save the Children Alliance created Safe Spaces for children living in camps for internally displaced persons. The project sought to accomplish ‘B‐SAFE’ strategies through emergency education, psychosocial, and protection interventions. The B‐SAFE strategies are to (B)uild relationships, cooperation, and respect among peers; to (S)creen for high‐risk children and youth; (A)ctive, structured learning and life saving information; to (F)acilitate children's natural resilience and a return to normalcy; and to (E)stablish a sense of security and self‐esteem. The project made use of child and parent surveys and observation tools that measured B‐SAFE indicators. Analysed data demonstrated an improvement in children's behavior participating in the programme.     

The public health system response to the 2008 Sichuan province earthquake: a literature review and interviews

This paper describes and analyses the public health system response to the deadly earthquake in Sichuan province, China, in May 2008. Drawing on an experiential learning project consisting of a literature review and field research, including a series of interviews with medical and public health professionals, policy‐makers and first responders, a conceptual framework was developed to describe the response. This approach emphasises the pre‐existing preparedness level of the medical and public health systems, as well as social, economic and geo‐political factors that had an impact on mitigation efforts. This framework was used to conduct post‐disaster analyses addressing major response issues and examining methods employed during the public health response to the disaster. This framework could be used to describe and analyse the emergency response to other disasters.     

Elements of resilience after the World Trade Center disaster: reconstituting New York City's Emergency Operations Centre

In this paper we examine the reconstitution of the Emergency Operations Centre (EOC) after its destruction in the World Trade Center attack, using that event to highlight several features of resilience. The paper summarises basic EOC functions, and then presents conceptions of resilience as understood from several disciplinary perspectives, noting that work in these fields has sought to understand how a natural or social system that experiences disturbance sustains its functional processes. We observe that, although the physical EOC facility was destroyed, the organisation that had been established to manage crises in New York City continued, enabling a response that drew on the resources of New York City and neighbouring communities, states and the federal government. Availability of resources--which substituted for redundancy of personnel, equipment and space--pre-existing relationships that eased communication challenges as the emergency developed and the continuation of organisational patterns of response integration and role assignments were among the factors that contributed to resilience following the attack.     

The 9/21 earthquake in Taiwan: a local government disaster rescue system1

This paper employs a three‐element model to examine how the disaster rescue system of the government of Nantou County in Middle Taiwan functioned following the earthquake of 21 September 1999. The three elements are information gathering, local government mobilisation, and inter‐organisational cooperation. The paper finds that the Nantou County government needs to address many problems associated with these three elements. Disaster information, for example, was not processed instantly because of the destruction of the electricity and telephone systems in the earthquake. Insufficient information caused ineffectiveness in the realms of mobilisation and inter‐organisational cooperation. As for mobilisation, while the Nantou County magistrate successfully used specific information to encourage flows of huge resources in the county, he did not successfully mobilise human resources there. With regard to inter‐organisational cooperation, myriad voluntary actors and international rescue teams travelled to Nantou County, but the fire and police services experienced cooperation and coordination problems.     

Beyond performance and protocols: early responders' experiences of multiple accountability demands in the response to the 2015 Nepal earthquake

Critics have long questioned the push for professionalised and performance‐driven accountability in the humanitarian sector, yet the matter is largely treated as a ‘back office’ issue of standards, guidelines, and processes. Scant attention is paid to the accountability demands experienced by early responders to disasters. Set in the contested climate of the emergency response to the earthquake in Nepal on 25 April 2015, and drawing on interviews with 15 early responders, this paper reveals three forms of accountability demands: (i) accountability as compliance; (ii) accountability as the object of government regulation; and (iii) accountability as public opposition and interrogation. Beyond the performance‐centric, non‐governmental organisation‐driven understanding of accountability, early responders to the earthquake experienced multidirectional accountability demands, not only from donors and beneficiaries, but also from the national government and wider public. Engaging with public criticism is a significant feature of early responders' responsibility that warrants further consideration by the humanitarian community.     

Information technology and emergency management: preparedness and planning in US states

The purpose of this paper is to examine the impact of information technology (IT) on emergency preparedness and planning by analysing a survey of US state government departments of emergency management. The research results show that there has been a significant impact of IT on emergency planning. IT has proven to be effective for all phases of emergency management, but especially for the response phase. There are numerous technologies used in emergency management, ranging from the internet, Geographic Information Systems and wireless technologies to more advanced hazard analysis models. All were generally viewed as being effective. Lack of financial resources and support from elected officials is a perennial problem in public administration, and was found to be prevalent in this study of IT and emergency management. There was evidence that state governments rating high on a performance index were more likely to use IT for emergency management.     

The Student Volunteer Army: a ‘repeat emergent’ emergency response organisation

This paper seeks to contribute to understanding of the factors associated with an effective emergent emergency response organisation and to provide new insights into this understudied area. It examines, through an analysis of a range of textual resources, the emergence and re‐emergence of the Student Volunteer Army (SVA) during the devastating earthquakes in Canterbury, New Zealand, in 2010–11. This evaluation is conducted in relation to the four key features of an effective emergency response organisation: adaptability; direction; leadership; and communication. In addition, the paper aims to further understanding of ‘emergency entrepreneurship’ and thus of the values and strategies that underpin social entrepreneur organisations in times of normalcy. The paper concludes that the unique position of the SVA as a ‘repeat emergent’ emergency response organisation enabled it to innovate continually and to improve repeatedly its systems, relationships, and image, such that it exhibited features common to emergent and established emergency response organisations.     

The role of the organisational psychologist in disasters and emergency situations

Interventions in extreme situations, such as natural or technological disasters, terrorist attacks or emergencies in general, take place in settings of great uncertainty and are always accompanied by extraordinary circumstances. For this reason, there are various processes related to implementing intervention protocols that must be carefully examined, including an evaluation of work scenarios, personnel selection, within-group relationships in work teams, decision-making processes, or certain peculiarities of burnout among emergency personnel. In the view of this author, an ad hoc review of the role of the organisational psychologist can highlight interesting analysis and performance possibilities that could make work in emergency and disasters contexts more effective. The aim of this paper is to provide an overview of the role of the organisational psychologist pre-and post-disaster. Furthermore, it supports the idea that professional profiles must be designed that take into account specific knowledge and skills, as well as certain aptitudes and values.     

In acceptance we trust? Conceptualising acceptance as a viable approach to NGO security management

This paper documents current understanding of acceptance as a security management approach and explores issues and challenges non‐governmental organisations (NGOs) confront when implementing an acceptance approach to security management. It argues that the failure of organisations to systematise and clearly articulate acceptance as a distinct security management approach and a lack of organisational policies and procedures concerning acceptance hinder its efficacy as a security management approach. The paper identifies key and cross‐cutting components of acceptance that are critical to its effective implementation in order to advance a comprehensive and systematic concept of acceptance. The key components of acceptance illustrate how organisational and staff functions affect positively or negatively an organisation's acceptance, and include: an organisation's principles and mission, communications, negotiation, programming, relationships and networks, stakeholder and context analysis, staffing, and image. The paper contends that acceptance is linked not only to good programming, but also to overall organisational management and structures.     

A national system for disseminating information on victims during mass casualty incidents

Immediate provision of information to the public is vital during mass casualty incidents (MCIs). Failure to implement rapidly a communication response system may result in the public overwhelming hospitals. This paper shares Israel's experience in developing and maintaining a national system for supplying information on the location and identification of casualties. ADAM interfaces online with hospitals' patient registration systems, and allows for immediate electronic transfer of designated data. The system permits information centres to access information on which hospital has admitted identified and unidentified casualties. The latter are photographed at the entrance to the hospital and the picture is stored in ADAM. The system enables hospitals and municipalities to ensure immediate availability and accessibility of information and thus (in our belief) mitigate the concerns of family and friends. Use of such an interface system is recommended as an integral element of emergency preparedness.     

地震类突发事件中的公共财政应急机制

通过对我国地震应急组织体系及财政应对地震类灾害的流程分析,结合国外应对地震类突发事件的成功经验,分析了我国公共财政应对地震类灾害事件中存在的不足,最后通过对应急管理主体机理特征的分析,提出了公共财政应对地震类突发事件的五大机制,即公共财政日常运行机制、震前预警防范机制、震时响应机制、震后恢复重建机制和财政监督检查机制.     

日美地震灾害紧急对应对中国灾害应急体制建立的启示

通过对美国1994年洛杉矶北岭地震反1995年日本阪神大地震时日美政府的地震灾害紧急应对过程,尤其是地震后的24小时内政府的初期对应,分析了日美地震灾害应急体制的特征,并就如何建立和完善中国灾害应急体系做了探讨。日美政府之所以在大地震发生时能有效地进行了紧急应对,在于健全的灾害应急体制。中国正处于经济和社会高度发展时期,面对各种各样的灾害和事故,要真正将灾害的损失降低到最低程度,必须尽快建立和健全以灾害应急规划体系、防灾情报系统、应急救灾指挥系统和专业化灾害援助队伍体系等为主的灾害应急管理体制。     

Crisis Management to Controlled Recovery: The Emergency Planning Response to the Bombing of Manchester City Centre

Fuelled by terrorist attacks on urban areas, emergency planning responses to manmade disasters is a growing area of critical debate within the field of urban management. The response of a major British city--Manchester--to the 1996 bombing of its commercial core, is examined in this paper. It focuses on the transformation of the emergency planning response from dealing with the immediate crisis during the first week, to a stage of controlled recovery that still continues. The response to the devastation caused by the bomb was co-ordinated by the city council, which developed a range of short- and long-term initiatives, but the re-opening of the city centre could not have happened so quickly had the council not worked in collaboration with other key organisations and agencies. Working partnerships were crucial to the immediate response and subsequent recovery, with such capacity for organisational learning built upon existing co-operative arrangements within the city, which had developed over the previous decade.     

Organisational challenges in the United Kingdom's post‐disaster ‘crisis support’ work

Local authorities in the United Kingdom are required to ‘lead’ multi‐agency humanitarian responses to major disasters. Concerns mounted in the late twentieth century that responses to people bereaved in the immediate aftermath of such events at best failed to meet their needs and at worst compounded their distress. Subsequent reviews and reforms reframed some victim needs as ‘rights’ and established legal, administrative, and practice frameworks to improve matters. Local authority ‘crisis support’, provided in partnership with other actors, lies at the heart of the UK's contemporary emergency response to the bereaved. Drawing on primary research on the development and the deployment of crisis support in a local authority, and while acknowledging both incident‐ and context‐related difficulties, this paper considers the significance of challenges with their origins in organisational factors. Recent developments within and between responders may exacerbate them. This paper argues, therefore, that further research into such developments is necessary.