Culture, local capacity, and outside aid: a community perspective on disaster response after the 2009 tsunami in American Sāmoa

Abstract

Research on diverse cultural contexts has indicated that aid organisations often fail to leverage local, culturally-grounded resources and capacities in disaster-affected communities. Case-study methodology was employed to explore the relationship between local and external disaster response efforts in American Sāmoa following the earthquake and tsunami on 29 September 2009 in the southern Pacific Ocean, with a specific focus on the role of culture in defining that relationship. Interview and focus group data from 37 participants, along with observational data, suggested that the local response to the event was swift and grounded in Samoan cultural systems and norms. External aid was viewed as helpful in some respects, although, on the whole, it was seen as a disruption to village hierarchies, social networks, and local response efforts. The study discusses the implications for the role of outside aid in diverse cultural contexts, and makes suggestions for improving the ecological fit of post-disaster interventions.

A scoping review of post‐disaster social support investigations conducted after disasters that struck the Australia and Oceania continent

“…Declines in social embeddedness and activities at a community level ( support deterioration ).28. Binder and Baker () Community members, para‐professional counsellors, and government representatives interviewed about local and external disaster efforts. (Same sample as 27)Event: South Pacific tsunami, September 2009 Country: American Samoa Age: adults Sample size: 43 Sampling: non‐random Diversity: 74 per cent female; SamoansMethod: Interviews and focus groups Time: between 15 and 16 months after (a second visit took place 39 months after) Support themes: instantaneous local support mobilisation; outside aid and cultural disruption Aid emerged promptly through culturally established ways (local leaders/heads of families, extended family). Family living outside of the territory, local organisations, and churches were active in helping ( altruistic community ).…”

How Can the Organizational Commitment of Pakistan Railways’ Employees Be Improved? The Moderating Role of Psychological Capital

“…Corporate culture has been preferably discussed in the previous literature, as in the organizations' working environment the tasks are being done through organizational culture. Furthermore, it is evident that culture is a dynamic force which develops the environmental settings through its strong relationship with humans (Binder & Baker, 2017). The concerned dimensions of organizational culture in this study are tight versus loose control culture, which is explained by Hofstede (1998) Tight control culture is purely and extremely cost conscious in nature.…”

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“…Corporate culture has been preferably discussed in the previous literature, as in the organizations' working environment the tasks are being done through organizational culture. Furthermore, it is evident that culture is a dynamic force which develops the environmental settings through its strong relationship with humans (Binder & Baker, 2017). The concerned dimensions of organizational culture in this study are tight versus loose control culture, which is explained by Hofstede (1998)but parts of organizations may have distinct subcultures.…”