Jouke Rypkema, Guido Te Brake, & Marcel Van Der Lee. (2006). Reachback in crisis management: Lessons learned from the military domain. In M. T. B. Van de Walle (Ed.), Proceedings of ISCRAM 2006 – 3rd International Conference on Information Systems for Crisis Response and Management (pp. 554–558). Newark, NJ: Royal Flemish Academy of Belgium.
Abstract: Military and crisis management organizations show many similarities. Within the military domain, a study is being done on the use of reachback concepts for the Royal Netherlands Army (RNLA) brigade staff. This paper shows that the results are applicable to the crisis management domain. However, there are differences between the two domains as well. Therefore, the reachback concepts should be tailored to the crisis management domain. The Interactive Collaborative Information Systems (ICIS) game-based simulation platform offers a suitable environment to develop these concepts and test them.
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Martin Smits, & Bartel A. Van De Walle. (2006). A framework to evaluate how management games improve knowledge management effectiveness. In M. T. B. Van de Walle (Ed.), Proceedings of ISCRAM 2006 – 3rd International Conference on Information Systems for Crisis Response and Management (pp. 605–614). Newark, NJ: Royal Flemish Academy of Belgium.
Abstract: Knowledge-intensive organizations realize that 'knowledge' is a strategic resource that gives them sustainable competitive advantage and helps them achieve long-term organizational goals. These organizations use knowledge management (KM) to encourage the creation and sharing of knowledge resulting in improvements in productivity, innovation, competitiveness, and relationships among people. This paper investigates what role management games play in knowledge-intensive organizations and how they can be used to improve KM effectiveness. We present a theoretical framework that allows answering the following question: 'How can management games be used to improve the effectiveness of KM in knowledge-intensive organizations'.
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Jean-Luc Wybo. (2006). Improving resilience of organizations by increasing mutual knowledge of stakeholders. In M. T. B. Van de Walle (Ed.), Proceedings of ISCRAM 2006 – 3rd International Conference on Information Systems for Crisis Response and Management (pp. 540–546). Newark, NJ: Royal Flemish Academy of Belgium.
Abstract: Managing accidents and crisis is a complex task, which is achieved by a large number of stakeholders. In order to identify appropriate responses to risk-prone situations, a classification in two categories has been proposed: risks of damage and risks of crisis (Wybo 2004). Risks of damage correspond to emergency management procedures and plans. Risks of crisis correspond to situations that escape from planning because of the overflow of the organization. Resilience of organizations is defined as their ability to resist to chaos and to maintain the situation under control. From the analysis of a large number of emergencies and crises caused by industrial and natural hazards, we try to identify what conditions increase the resilience of organizations. They have in common to increase the mutual knowledge of stakeholders about their strategies and roles and about the development of the situation.
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Mark De Bruijne. (2007). Networked reliability: From monitoring to incident management. In K. Nieuwenhuis P. B. B. Van de Walle (Ed.), Intelligent Human Computer Systems for Crisis Response and Management, ISCRAM 2007 Academic Proceedings Papers (pp. 385–393). Delft: Information Systems for Crisis Response and Management, ISCRAM.
Abstract: The environment of many HROs in modern, western countries have undergone dramatic changes in the last decades. They have changed from High Reliability Organizations (HROs) into High Reliability Networks (HRNs). In nearly all industries, the formerly vertically integrated, state-owned monopolies were 'unbundled' and in many segments, competition was introduced. Consequently, the services of modern-day large-scale technical systems are provided by networks of organizations. In-depth research in a number of infrastructure industries explored the consequences of these changes for the reliable provision of services in networks of organizations. In networks of organizations, reliability is increasingly achieved through 'real-time' management. This paper highlights three important consequences of these findings and provides some tentative conclusions about their effect on the design and use of Information Systems in complex, large-scale technical systems.
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Dennis J. King. (2005). Humanitarian knowledge management. In B. C. B. Van de Walle (Ed.), Proceedings of ISCRAM 2005 – 2nd International Conference on Information Systems for Crisis Response and Management (pp. 291–295). Brussels: Royal Flemish Academy of Belgium.
Abstract: International complex humanitarian emergencies present numerous challenges to aid organizations trying to manage data, information and knowledge about the situation or event. Humanitarian aid organizations should be able to identify what critical information they need, where to find it, what are the major gaps, and how best to share, present and disseminate this information. These challenges can be addressed through improved knowledge management. The faster and more efficiently humanitarian aid organizations are able to identify, collect, distill, analyze and manage the vast corpus of what they need to know, the more effectively they can plan for and respond to natural disasters and complex emergencies and the more lives are potentially saved.
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