2009
DOI: 10.3846/1648-715x.2009.13.117-128
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Knowledge Model for Post‐disaster Management

Abstract: ABSTRACT. The main aim of this research is to help post-disaster managers to fi nd most rational solutions by using advanced knowledge and developed Model. Post-disaster management is shared, purposeful activities based upon the development of common understandings and interpretations of means and ends. Stakeholders generate the personal and group decisions which contribute to post-disaster management success. This article describes the development (during EurAsia project) of a Knowledge Model for Post-disaste… Show more

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Cited by 48 publications
(20 citation statements)
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“…Henderson (2002), however, notes that many formal crisis management plans have an emphasis on the individual firm, and that they are not therefore directly applicable to National Tourism Organisations (NTOs), and proposes therefore that specific regional and national crisis management planning is required. This point is reinforced by Kaklauskas, Amaratunga, and Haigh (2009), who suggest that there is a pressing need to integrate post-disaster management with both the micro and macro environment, and with all stakeholders. Wayne and Carmichael (2005) proposed that traditional and safe travel markets should be the focus of emergency marketing plans.…”
Section: Marketing Strategiesmentioning
confidence: 90%
“…Henderson (2002), however, notes that many formal crisis management plans have an emphasis on the individual firm, and that they are not therefore directly applicable to National Tourism Organisations (NTOs), and proposes therefore that specific regional and national crisis management planning is required. This point is reinforced by Kaklauskas, Amaratunga, and Haigh (2009), who suggest that there is a pressing need to integrate post-disaster management with both the micro and macro environment, and with all stakeholders. Wayne and Carmichael (2005) proposed that traditional and safe travel markets should be the focus of emergency marketing plans.…”
Section: Marketing Strategiesmentioning
confidence: 90%
“…In fact, although information about coping and adaptation strategies and building resilience are available at various domains from decades, millions of people are getting severely affected by changes every year due to the lack of adequate knowledge, as a result of lying information at one place and not getting transformed into the lifesaving knowledge for the communities at risk. Kaklauskas et al (2009) indicate that in the countries affected by Asian tsunami, the lack of KM and, therefore, the lack of knowledge sharing, acquisition, storage, and utilization on coping and adaptation strategies can thereby be identified as one of major reasons behind the vulnerability of these societies. In fact, two major challenges for building resilience-on both fields of knowledge and practice-are (a) the lack of relevant, accurate, and available information and (b) ineffective management of information (Daneshpour et al 2012).…”
Section: Knowledge Managementmentioning
confidence: 99%
“…In addition, political and social issues such as cultural norms, internal ethnic conflicts, the influence of religion within institutional and community life, as well as demographic issues and trends, contribute to shape and drive PDRPM (Jha et al 2010). All of these factors put PDRPM in a quite unique position, deriving from the fact that PDRPM must be adapted and embedded into a complex disaster scenario, with sensitivity to a vast range of issues that include the socioeconomic, cultural, institutional, technological, environmental, and legal/regulatory circumstances of the existing context (Kaklauskas et al 2009). For this reason, most PDRPM experiences are not replicable; rather, they are useful as evidence to be weighed in arriving at suitable local approaches (Jha et al 2010).…”
Section: Pdrpm Contextmentioning
confidence: 99%