Observability of Inter-Organizational Crisis Management Capability

Abstract

Effective responses to severe strains and large-scale disasters demand efficient crisis management, i.e., capabilities that depend on inter-organizational collaborations. Inter-organizational exercises are performed to maintain and develop the inter-organizational crisis management (ICM) capability. In a previous review of scientific literature, we identified nine themes (i.e., aspects) of ICM capability (ICMC): interaction, coordination/C2, decision making, relationships, situation awareness (SA), resilience, preparedness, system performance, and information infrastructure. This paper presents empirical testing of the nine ICMC aspects, by observational studies in two ICM exercises. The ICMC aspects were implemented in a structured observation protocol, which allowed observations based on classification of single utterances and actions. All ICMC aspects except system performance were observed. Actions related to SA, interaction, and coordination/C2 were frequently observed, while relations, resilience, and preparedness were observed to a lesser extent. In addition, exercise evaluators rated the relevance of all nine ICMC aspects as high.

Good Practices in Inter-Institutional Collaboration in Managing the Migrant Crisis

“…In more detail, the quantitative sentiment analysis indicated that the most frequently mentioned capabilities were those related to the interaction cluster (see Table 1). Overall, the results of this study are similar to those obtained by Oskarsson et al (2019), who tested nine clusters of interinstitutional collaboration in a crisis management capacity (Granåsen et al, 2019). The interaction was the most recurrent theme in the respondents' statements.…”

“…In this study, the correspondingly important (second largest) cluster was coordination (17%), which was also significant (20%) in the results of Oskarsson et al (2019). In the coordination cluster, the coordination capacity of the operations centre was mentioned by informants more often than the delegation capacity (10% and 6%, respectively).…”

“…In this study, the interaction cluster accounted for 32% of the total number of identified semantic units. In contrast, in the study by Oskarsson et al (2019), this cluster accounted for 24% of the total number of specified semantic units and ranked the second largest among the clusters.…”

Study on the Evaluation of Emergency Management Capacity of Resilient Communities by the AHP-TOPSIS Method

“…Ainuddin et al [ 19 ] emphasized that the human element should be given prominence and priority, and that only when human initiative is mobilized, community emergency management capacity resilience can be fundamentally improved, and that residents’ reorganizational capacity and collective behavior are important factors that affect post-disaster community resilience enhancement. Anders Oskarsson et al [ 20 ] proposes nine areas of interaction, coordination, decision-making, relationships, awareness, resilience, preparedness, system performance, and information infrastructure to improve the emergency management capacity of resilient communities. Alonge et al [ 21 ] and Igalla et al [ 22 ] suggest that strong leadership, strong links up and down the hierarchy, and effective communication are strong safeguards for resilient communities when responding to public crisis events.…”