Humanitarian Logistics at a Crossroads: How Logisticians Reconcile Their Professional and Humanitarian Identities in Response to Tougher Host Government Regulations

Dube, Nonhlanhla; Broekhuis, Manda

doi:10.1002/rhc3.12134

Cited by 7 publications

(6 citation statements)

References 58 publications

(72 reference statements)

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“…In our fieldwork, we observed how social media could have positive impacts (such as up to date information and messaging about needs in the area) as well as negative impacts (such as the spread of inaccurate lists of survivor needs and old posts used to justify donation collection). Another avenue for future research could identify how individuals from emergent/grassroots organizations build their social identities in contrast to larger/established organization employees and how that influences their relationships, building on the research of Dube and Broekhuis () on humanitarian identities.…”

Section: Discussionmentioning

confidence: 99%

Agility in Disaster Relief: A Social Construction Approach

Nelan¹,

Wachtendorf²,

Penta³

2018

Risk Hazard & Crisis Pub Pol

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The convergence of materiel donations following disaster events is well documented in the literature. This influx of goods is often dubbed a "second disaster" with non-priority and unnecessary goods causing transportation and storage challenges to the community of survivors. Interviews were conducted following Hurricane Sandy in 2013 and two tornadoes outside of Oklahoma City in May 2013. Findings illustrate conflicting views about how to best achieve agility in disaster donation supply chains, although there was general agreement among interviewees that agility was desirable. From a broader perspective, the findings reveal that individuals involved in the supply chain differentially assign value in the donations process, including if they value donor needs over survivor needs, and hold different views on whether or not cash or goods are of greater value to the donors and survivors. Agility-the timing, flexibility, and reaction time in the supply chain-was viewed as necessary to a healthy supply chain; however, there was not a universal understanding of how to achieve an agile supply chain. This finding is consequential if relief operations hope to ultimately enhance agility in this process.KEY WORDS: emergency management and response, convergence behavior, humanitarian aidAgilidad en la ayuda para los desastres: Una aproximaci on de construcci on social La convergencia de donaciones materiales que suceden despu es de los desastres est a bien documentada en muchos textos. A esta afluencia de bienes se le llama "segundo desastre" con bienes innecesarios y de baja prioridad que causan desafíos de transporte y almacenamiento para la comunidad de sobrevivientes. Se llevaron a cabo entrevistas despu es de que sucedieran el hurac an Sandy en 2013 y dos tornados a las afueras de Oklahoma City en mayo de 2013. Los hallazgos ilustran opiniones contradictorias acerca de c omo lograr m as exitosamente la agilidad en las cadenas de distribuci on de las donaciones, aunque hubo un acuerdo general entre los que fueron entrevistados: que la agilidad era deseable. Desde una perspectiva m as amplia, los hallazgos revelan que los individuos involucrados en la cadena de distribuci on asignan valores diferentemente en el proceso de donaciones, incluyendo si le dan m as valor a los donantes que a los sobrevivientes, y si tienen diferentes opiniones acerca de si los bienes son de m as valor para los donantes que para los sobrevivientes. Los participantes opinaron que la agilidad-los tiempos, la flexibilidad y el tiempo de reacci on en la cadena de distribuci on-era necesaria para una cadena de distribuci on saludable; sin embargo, no hubo un entendimiento universal de c omo lograr una cadena de distribuci on agil. Este hallazgo es consecuencial si las operaciones de ayuda tienen alguna esperanza de mejorar la agilidad en este proceso.PALABRAS CLAVES: Gesti on de emergencias y respuesta, Comportamiento de convergencia, Ayuda humanitaria

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Section: Discussionmentioning

confidence: 99%

Agility in Disaster Relief: A Social Construction Approach

Nelan¹,

Wachtendorf²,

Penta³

2018

Risk Hazard & Crisis Pub Pol

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“…Yet, while members of the in‐group agree on these rules, they are not codified and can be contested. Furthermore, the rules for being a good humanitarian actor might differ from profession to profession with, for example, humanitarian logisticians following a set of rules that differs from those of security professionals (Dube and Broekhuis, ). With respect to security professionals, some interviewees suggest that the rules of membership include the obligation of humanitarian actors—whether organisations or individuals—to share security‐related information with all other humanitarian actors .…”

Section: Cooperation In Large Unstable Network On the Basis Of Idenmentioning

confidence: 99%

Why trust you? Security cooperation within humanitarian NGO networks

Schneiker

2019

Disasters

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Although the literature is increasingly concerned with cooperation among humanitarian nongovernmental organisations (NGOs), we still lack studies that explain cooperation under conditions of competition. Drawing on 22 semi-structured interviews, this article argues that trust is the driving force behind security-related cooperation within networks of humanitarian NGOs. Which type of trust comes into play and how trust is built depends on the structure of a network. In small, stable networks, trust is typically based on experience, whereas shared identity is at the heart of trust in large, unstable networks. In the latter case, cooperation among humanitarian NGOs is exclusive and comparable to a form of club governance, because NGOs are kept out based on their identity-that is, if they adopt a different operational interpretation of the humanitarian principles.

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“…Overall, the acceptance approach is considered to be most consistent with the humanitarian principles of neutrality, impartiality, and independence, as well as with the NGOs’ “values, missions, and mandates” (Fast & O'Neill , p. 5; see also Eckroth, , p. 107), which is why it is the preferred security strategy of humanitarian NGOs. Especially the Dunantist organizations, which “seek to position themselves outside of state interests” (Stoddard, , p. 2, see also Dube & Broekhuis ), also aim to uphold an acceptance strategy in insecure environments. But, instead of assuming that acceptance automatically follows from helping those in need based on the humanitarian principles, they nowadays actively seek to gain acceptance and therefore follow “consent‐based approaches that rely upon dialogue, negotiation, and education to increase security” (Fast, , p. 319).…”

Section: Contextualization and Elements Of Security Risk Management Wmentioning

confidence: 99%

“…For other pressures on aid workers to reconcile the humanitarian principles with ongoing developments in the humanitarian field see Dube and Broekhuis ().…”

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confidence: 99%

Risk‐Aware or Risk‐Averse? Challenges in Implementing Security Risk Management Within Humanitarian NGOs

Schneiker

2018

Risk Hazard & Crisis Pub Pol

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Humanitarian aid agencies that deliver assistance in complex emergencies increasingly face violent incidents that not only put the humanitarians' lives at risk but also jeopardize the delivery of lifesaving aid, thus affecting those parts of populations in need that are already the most vulnerable. In response, numerous humanitarian aid agencies have introduced professional security risk management systems. However, these systems are not implemented to the full extent in every humanitarian organization. I conducted 29 interviews with and a survey among 54 representatives from European and U.S. humanitarian not-for-profit non-governmental organizations to study the implementation of security risk management systems within aid agencies. Combining an organizational perspective with findings from the International Relations literature on norms allows to understand security risk management in terms of ideas and values, which in turn makes it possible to study how security risk management systems are perceived and appropriated within the organizations in order to identify internal organizational barriers to the implementation of relevant policies, procedures, and structures as well as the different ways in which these concerns are addressed by those who are responsible for the implementation of security risk management.

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Humanitarian Logistics at a Crossroads: How Logisticians Reconcile Their Professional and Humanitarian Identities in Response to Tougher Host Government Regulations

Cited by 7 publications

References 58 publications

Agility in Disaster Relief: A Social Construction Approach

Agility in Disaster Relief: A Social Construction Approach

Why trust you? Security cooperation within humanitarian NGO networks

Risk‐Aware or Risk‐Averse? Challenges in Implementing Security Risk Management Within Humanitarian NGOs

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