Making Hurricane Response More Effective: Lessons from the Private Sector and the Coast Guard During Katrina

Horwitz, Steven

doi:10.2139/ssrn.1350554

Cited by 13 publications

(14 citation statements)

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“…Publiceprivate partnership Stewart et al (2009) have underlined the growing role of private organizations in helping disaster-affected victims. Horwitz (2008) suggested that private players played a significant role in the response to the Hurricane Katrina disaster compared to their government players. Tomasini and Van Wassenhove (2009) argued that private organizations help in disaster relief by providing cash, goods, human resources, knowledge and expertise.…”

Section: Resuming Tourismmentioning

confidence: 99%

The role of Big Data in explaining disaster resilience in supply chains for sustainability

Παπαδόπουλος

Gunasekaran

Dubey

et al. 2017

Journal of Cleaner Production

493

314

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The purpose of this paper is to propose and test a theoretical framework to explain resilience in supply chain networks for sustainability using unstructured Big Data, based upon 36,422 items gathered in the form of tweets, news, Facebook, WordPress, Instagram, Googleþ, and YouTube, and structured data, via responses from 205 managers involved in disaster relief activities in the aftermath of Nepal earthquake in 2015. The paper uses Big Data analysis, followed by a survey which was analyzed using content analysis and confirmatory factor analysis (CFA). The results of the analysis suggest that swift trust, information sharing and publiceprivate partnership are critical enablers of resilience in supply chain networks. The current study used cross-sectional data. However the hypotheses of the study can be tested using longitudinal data to attempt to establish causality. The article advances the literature on resilience in disaster supply chain networks for sustainability in that (i) it suggests the use of Big Data analysis to propose and test particular frameworks in the context of resilient supply chains that enable sustainability; (ii) it argues that swift trust, public private partnerships, and quality information sharing link to resilience in supply chain networks; and (iii) it uses the context of Nepal, at the moment of the disaster relief activities to provide contemporaneous perceptions of the phenomenon as it takes place.

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Section: Resuming Tourismmentioning

confidence: 99%

The role of Big Data in explaining disaster resilience in supply chains for sustainability

Παπαδόπουλος

Gunasekaran

Dubey

et al. 2017

Journal of Cleaner Production

493

314

View full text Add to dashboard Cite

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“…Existing research on real time response is mostly concerned with the logistics related to the last-mile delivery of supplies, but not postdisaster procurement (Balcik, Beamon, Krejci, Muramatsu, & Ramirez, 2010;Salmeron & Apte, 2010;Wassenhove & Martinez, 2012). As Horwitz (2008) and Leonard, Epstein, and Tritter (2009)) point out, it is now possible to procure supplies directly from local retailers in real time, and retailers such as WalMart and Home Depot require local stores to be ready for such contingencies. Postdisaster procurement practices in United Nations (UN) agencies and private organizations are explored in Berger and Garyfalakis (2013) and Taupiac (2001).…”

Section: The Research Nichementioning

confidence: 99%

Humanitarian response to hurricane disasters: Coordinating flood‐risk mitigation with fundraising and relief operations

Chakravarty

2018

Naval Research Logistics

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To alleviate flooding, caused by hurricanes, governments build structural barriers called levees. In addition, relief providers such as the nongovernmental organizations and charities raise funds, and procure and deliver supplies (food, water, and medicines) for humanitarian relief. The strategy for managing disasters must, therefore, weigh the costs and benefits of building levees as well as procuring and delivering supplies. We use a three‐stage decision making framework to study how the investment in levee capacity can be integrated with supply procurements, fundraising, and rapid response. One of our major findings is that a large fundraising cost discourages postdisaster funding, implying relatively large investments in levee and prepositioned supplies. That notwithstanding, a large social value (of saving life) can tilt the balance in favor of postdisaster funding. If the levee capacity increases, funding for predisaster procurement is reduced without affecting postdisaster funding. For a sufficiently large increase in capacity, however, postdisaster response becomes superfluous. We also find that hurricane uncertainty motivates levees with large capacity. In contrast, levee‐failures motivate levees with small capacity.

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“…14, No. 1, 2011 to use its strategic autonomy successfully to expand into new program areas (Horwitz 2008;Kennedy, Perrottet, and Thomas 2003;Roberts 2009). Corrêa d' Almeida and Klingner (2008) argue that the Federal Emergency Management Agency was able to use its strategic autonomy to effect innovative policies for a period under the leadership of James Witt (1993)(1994)(1995)(1996)(1997)(1998)(1999)(2000)(2001), but then subsequently lost this autonomy and much of its effectiveness (see also Wise 2006).…”

Section: Public Agency External Analysis 85mentioning

confidence: 99%

Public Agency External Analysis Using a Modified “Five Forces” Framework

Vining

2011

International Public Management Journal

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Strategy matters in the public sector as well as in the private sector. Michael Porter's ''five competitive forces'' (5 Forces) framework (Porter 1979;1980; is widely used by private-sector firms to analyze the external environment and specific external forces. Can public agency managers use some version of 5 Forces analysis to effectively analyze the external environments of their programs? What modifications are required for public agency use? The case is made that a version of the 5 Forces framework can be useful when appropriately modified for public agency programs. The public agency version of the 5 Forces framework that is presented specifically considers public agency goals from three perspectives: descriptive, instrumental, and normative. The descriptive focus on autonomy is laid out. Another modification to the standard framework explicitly introduces political influence as an external force. Thus, the modified framework considers and integrates both political and economic external forces. Several significant modifications to Porter's other forces are also proposed and discussed. A number of strategic implications of public program 5 Forces analysis are discussed. The modified 5 Forces framework is illustrated both in terms of autonomy (descriptive level) and social efficiency (normative perspective).

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Making Hurricane Response More Effective: Lessons from the Private Sector and the Coast Guard During Katrina

Cited by 13 publications

References 0 publications

The role of Big Data in explaining disaster resilience in supply chains for sustainability

The role of Big Data in explaining disaster resilience in supply chains for sustainability

Humanitarian response to hurricane disasters: Coordinating flood‐risk mitigation with fundraising and relief operations

Public Agency External Analysis Using a Modified “Five Forces” Framework

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