Organization theory in humanitarian operations: a review and suggested research agenda

Abstract

PurposeThe purpose of this paper is to review the current application of organization theory (OT) in the humanitarian supply chain (HSC) and identify the future OT-based research opportunities that can advance knowledge of humanitarian operations.Design/methodology/approachThe study uses a systematic literature review methodology to identify the current status and future direction of the OT-based study in HSC literature. The applied theories are those that have been mentioned in at least two research articles in the HSC literature. The proposed theories are either adopted from the top four referred organizational theories in the supply chain literature or those that can explain the issue of information asymmetry in HSC.FindingsThe study identifies and describes eight organizational theories and their possible future research questions in HSC. Among these, the first four theories (i.e. resource-based theory, resource dependence theory, social exchange theory and contingency theory) have already been initially applied in the humanitarian field, while the remaining theories (i.e. institutional theory, stakeholder theory, transactional cost theory and information theory) have potential for future application.Research limitations/implicationsThe reviewed literature is limited to peer-reviewed journals listed in Thomson Reuters’ journal citation reports.Practical implicationsThis study may help future researchers better understand and solve, using organizational theory, the behavioral challenges faced by humanitarian operations.Originality/valueThe study presents current applications of and future prospects for OT-based research in HSC, effectively providing the first review of OT applications in this area. The novel framework and new theories proposed herein may enable fresh directions for HSC research.

Dynamic capabilities in humanitarian supply chain management: a systematic literature review

“…In this sense, dynamic capabilities (DCs) view has recently gained attention of HSCM-focused investigations thanks to its facilitating function of creating new static capabilities or modifying the existing ones all along the SC partners (Defee and Fugate, 2010). As an extension of resource-based view, DCs view is believed to provide better solutions to the volatile environment of HSCs due to its strength to combine, transform and reconfigure the existing competencies and resources to match the requirements of a changing environment (Altay et al, 2018;Prakash et al, 2020;Tabaklar, 2017;Teece et al, 1997, p. 515). For example, the positive and significant effect of supply chain agility (SCA) and supply chain resilience (SCR) DCs to the Indian humanitarian supply chain management (HSCM) in the disaster preparation and response phases is an evidence of the importance of using DCs view in HSCM (Altay et al, 2018).…”

“…Although the importance of DCs approach to generate dynamic solutions to HSCM problems by the HSCM literature is evident, the existing HSCM literature reviews (LRs) have not systematically investigated the HSCM studies that specifically applied DCs approach. The existing HSCM-oriented LRs have touched briefly on the importance of DCs in humanitarian context (Agarwal et al, 2019;Behl and Dutta, 2019;Prakash et al, 2020;Soosay and Hyland, 2015;Stechemesser et al, 2015;Tabaklar et al, 2015), yet they have not discussed the role of DCs systematically and in detail. In addition, when the author searched the literature with the combination of "dynamic capability/capabilities" and "literature review" keywords, it was observed that the dominant number of studies are organizational management focused and only 1 out of 45 papers investigated crisis response at organizational level (Adrot and Robey, 2008).…”

‘Too many mice make no lining for their nest’ – Reasons and effects of parallel governmental structures for disaster risk reduction and climate change adaptation in Southern Africa

“…Maroun & Van Zijl 2016;Masocha & Fatoki 2018). Mimetic processes have also been suggested to influence both disaster response-oriented organisations and their increasing focus on DRR in recent decades (Prakash et al 2020). This is linked to Dimaggio and Powell's (1983) last type of processes behind institutional isomorphism; normative processes associated with professionalisation and professional culture.…”

Managing regional logistics in times of crisis: a COVID-19 case study

“…The authors also argue for combining, contrasting and extending these theories to gain multiple, complementary and advanced perspectives that shed light on HLSC sourcing relationships, competitiveness, echelons of production and distribution, etc. Following a similar line of reasoning, Prakash et al (2020) use criticisms of limited theoretical grounding in current HLSC research to argue primarily for organisation theory as a lens to shed light on orchestration for the unique contexts posed by cases of humanitarian emergencies and disasters. The authors review applied theories in HLSC settings (resource-based, resource dependence, social exchange and contingency theory) and propose additional theories (institutional, stakeholder, transactional cost and information theories) for future studies based on conceptual similarities with supply chains and applicability for explaining information asymmetry within HLSCs.…”