Challenges and barriers of humanitarian aid management in 2017 Kermanshah earthquake: a qualitative study

Safarpour, Hamid; Fooladlou, Saeideh; Safi-Keykaleh, Meysam; Mousavipour, Somayyeh; Pirani, Davoud; Sahebi, Ali; Ghodsi, Hassan; Farahi-Ashtiani, Iman; Dehghani, Arezoo

doi:10.1186/s12889-020-08722-5

Cited by 24 publications

(23 citation statements)

References 32 publications

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“…Often changing the head of the monitoring committee leads to confusion in proper information flow [14,35] Lack of coordination (C13)…”

Section: Proposed Challenges To Shscmmentioning

confidence: 99%

“…Limited fund restricts the procurement of necessary equipment [14,35] Facility location problem (C42)…”

Section: Doubt Concerning the Available Remedy (C21)mentioning

confidence: 99%

“…Shortage of warehouse and cold storage system may hamper the flow of relief materials [14,35] Nonavailability of suitable transport infrastructure (C43)…”

Section: Doubt Concerning the Available Remedy (C21)mentioning

confidence: 99%

“…The emergence of a new cluster creates new demand and makes it difficult for delivery [33,35] Communication barriers (i.e., different languages and cultures) (C53)…”

Section: Doubt Concerning the Available Remedy (C21)mentioning

confidence: 99%

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Key Challenges to Sustainable Humanitarian Supply Chains: Lessons from the COVID-19 Pandemic

et al. 2021

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COVID-19 has had a major impact on health, economic, social, and industrial activities. It has disrupted supply chain management and affected the movement of essential supplies to a large extent. This study aims to identify and evaluate the challenges hampering sustainable humanitarian supply chain management (SHSCM). Twenty critical challenges to SHSCM are identified using a comprehensive literature review, and three strategies were developed. The challenges and strategies were verified using expert input. The challenges were evaluated using the neutrosophic analytic hierarchical process (AHP) method. The neutrosophic TODIM (an acronym in Portuguese for interactive multicriteria decision making) method was then used to select the best strategy. The findings reveal that facility location problems, short lead times for emergency supplies, spread of rumors, rapid emergence of new clusters, and doubt concerning the available remedy are five critical challenges in SHSCM during COVID-19. Public–private partnerships are identified as the best strategy in SHSCM. Finally, this paper discusses the implications to sustainable development goals in the post-COVID-19 pandemic era.

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“…Often changing the head of the monitoring committee leads to confusion in proper information flow [14,35] Lack of coordination (C13)…”

Section: Proposed Challenges To Shscmmentioning

confidence: 99%

“…Limited fund restricts the procurement of necessary equipment [14,35] Facility location problem (C42)…”

Section: Doubt Concerning the Available Remedy (C21)mentioning

confidence: 99%

“…Shortage of warehouse and cold storage system may hamper the flow of relief materials [14,35] Nonavailability of suitable transport infrastructure (C43)…”

Section: Doubt Concerning the Available Remedy (C21)mentioning

confidence: 99%

“…The emergence of a new cluster creates new demand and makes it difficult for delivery [33,35] Communication barriers (i.e., different languages and cultures) (C53)…”

Section: Doubt Concerning the Available Remedy (C21)mentioning

confidence: 99%

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Key Challenges to Sustainable Humanitarian Supply Chains: Lessons from the COVID-19 Pandemic

et al. 2021

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“…Those that have studied role clarity have not expressly applied CAS theory, yet they acknowledge the complexity and volatility of humanitarian emergencies and corresponding responses (e.g. Cachia and Ramos, 2020; Safarpour et al , 2020; Mutebi et al , 2020a, b; Jabbour et al , 2019; Jensen and Hertz, 2016; Curnin et al , 2015).…”

Section: Introductionmentioning

confidence: 99%

Organisational networks, organisational learning, organisational adaptability and role clarity among humanitarian organisations during relief delivery

Mutebi

Muhwezi

Ntayi

et al. 2021

JHLSCM

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PurposeOrganisations involved in relief delivery tend to have cross-boundary mandates, which cause ambiguity of roles during delivery of relief services to the targeted victims. Having no clear role, specialisation affects service timeliness and increases resource duplication among the relief organisations. The objective of this study is to understand how organisational networks and organisational learning as complex adaptive system metaphors improve both organisational adaptability and role clarity in humanitarian logistics.Design/methodology/approachUsing ordinary partial least squares regression through SmartPLS version 3.3.3, the authors tested the study hypotheses basing on survey data collected from 315 respondents who were selected randomly to complete a self-administered questionnaire from 101 humanitarian organisations. Common method bias (CMB) associated with surveys was minimised by implementing both procedural and post statistics methods.FindingsThe results indicate that organisational networks and organisational learning have a significant influence on organisational adaptability and role clarity. The results also show that organisational adaptability partially mediates in the relationship between organisational networks, organisational learning and role clarity.Research limitations/implicationsThe major limitation of the study is that the authors have used cross-sectional data to test this research hypotheses. However, this was minimised following Guide and Ketokivi's (2015) recommendation on how to address the limitations of cross-sectional data or the use of longitudinal data that can address CMB and endogeneity problems.Practical implicationsManagers in humanitarian organisations can use the authors’ framework to understand, first, how complex adaptive system competence can be used to create organisational adaptability and, second, how organisational adaptability can help organisational networks and organisational learning in improving role clarity among humanitarian organisations by collaboratively working together.Originality/valueThis research contributes to the existing body of knowledge in humanitarian logistics and supply chain management by empirically testing the anecdotal and conceptual evidence. The findings may be useful to managers who are contemplating the use of organisational networks, organisational learning and organisational adaptability to improve role clarity in disaster relief-related activities.

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Humanitarian Funding in Crisis and the Rise of Innovative Humanitarian Finance

Ahmed

2021

Palgrave Studies in Impact Finance

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Challenges and barriers of humanitarian aid management in 2017 Kermanshah earthquake: a qualitative study

Cited by 24 publications

References 32 publications

Key Challenges to Sustainable Humanitarian Supply Chains: Lessons from the COVID-19 Pandemic

Key Challenges to Sustainable Humanitarian Supply Chains: Lessons from the COVID-19 Pandemic

Organisational networks, organisational learning, organisational adaptability and role clarity among humanitarian organisations during relief delivery

Humanitarian Funding in Crisis and the Rise of Innovative Humanitarian Finance

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