Cross-Sectoral Coordination of Disaster Relief

Nolte, Isabella M.; Martin, Eric C.; Boenigk, Silke

doi:10.1080/14719037.2011.642629

Cited by 64 publications

(41 citation statements)

References 40 publications

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“…Extreme events overwhelm national governments' capacities to respond; thereby, governments become increasingly dependent on the coordination and joint response resources mobilization of the global emergency management community outside their hierarchical control (Comfort and Haase 2006;Comfort, Ko, and Zagorecki 2004;Coppola 2011;Drabek 2003;Kapucu 2006Kapucu , 2008Kapucu, Arslan, and Collins 2010;Kapucu, Augustin, and Garayev 2009;Koliba, Meek, and Zia 2010;McEntire 2002;Mitchell 2006;Moynihan 2012;Nolte, Martin, and Boenigk 2012;Vasavada 2013;Lassa 2012;Varda et al 2009). …”

Section: Introductionmentioning

confidence: 98%

Entrepreneurial Brokers in Disaster Response Network in Typhoon Haiyan in the Philippines

Saban

2014

Public Management Review

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Entrepreneurial brokers play a major role in governance networks in a disaster response setting. By identifying patterns of interactions between members in a network of embedded ties, we can explore the strategic use of brokers to mobilize an effective coordination system in the case of the 2013 Philippines disaster. Empirical data were gathered from reported interactions beginning 2 days after Typhoon Haiyan for the following 4 weeks. This paper concludes with practical-based recommendations for international and local agencies to enhance their organizational competencies to serve as entrepreneurial brokers in emergency management.

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Section: Introductionmentioning

confidence: 98%

Entrepreneurial Brokers in Disaster Response Network in Typhoon Haiyan in the Philippines

Saban

2014

Public Management Review

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“…Although the control and demand is necessary in emergency management, more and more research suggests that it is important to foster trust, to sustain working relationships, and to utilize ICTs to build collaboration before and after emergencies (Comfort, Waugh, and Cigler 2012;Kapucu and Garayev 2012;McGuire, Brudney, and Gazley 2010). Emergency management networks have been intensively studied in the past decade (Kapucu 2006a;Kapucu, Arslan, and Demiroz 2010;Kapucu and Garayev 2012;Nolte, Martin, and Boenigk 2012;Robinson et al 2013).…”

Section: Collaborative Network In Emergency Managementmentioning

confidence: 99%

Information Communication Technology Utilization for Effective Emergency Management Networks

Kapucu

2014

Public Management Review

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Effective communication and coordination are crucial aspects of emergency management. This study examines how organizational representatives perceive information communication technologies (ICTs) in communication and coordination with other organizations. Furthermore, it investigates whether the centrality of organizations in emergency management networks relates to ICT utilization. We found that although many central organizations in emergency preparedness networks have high levels of ICT utilization, ICTs are underused by central organizations in friendship networks and emergency response networks. An organization's level of ICT utilization needs to match its organizational goal, mission, structure, ICT capacity, and the role that it plays within emergency management networks.

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“…Other public, nonprofit and private first responders arrived in the days, weeks and months after the crisis. As a result, responders of all sorts engaged in complex international and crosssectoral partnering (Nolte et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

The Four Cs of disaster partnering: communication, cooperation, coordination and collaboration

Martin

Nolte²,

Vitolo

2016

Disasters

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Public, nonprofit and private organisations respond to large-scale disasters domestically and overseas. Critics of these assistance efforts, as well as those involved, often cite poor interorganisational partnering as an obstacle to successful disaster response. Observers frequently call for 'more' and 'better' partnering. We found important qualitative distinctions existed within partnering behaviours. We identified four different types of interorganisational partnering activities often referred to interchangeably: communication, cooperation, coordination and collaboration-the Four Cs. We derived definitions of the Four Cs from the partnering literature. We then tested them in a case study of the response to the 2010 Haiti earthquake. We suggest that the Four Cs are distinct activities, that organisations are typically strong or weak in one or more for various reasons, and that the four terms represent a continuum of increased interorganisational embeddedness in partnering activities.

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Cross-Sectoral Coordination of Disaster Relief

Cited by 64 publications

References 40 publications

Entrepreneurial Brokers in Disaster Response Network in Typhoon Haiyan in the Philippines

Entrepreneurial Brokers in Disaster Response Network in Typhoon Haiyan in the Philippines

Information Communication Technology Utilization for Effective Emergency Management Networks

The Four Cs of disaster partnering: communication, cooperation, coordination and collaboration

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