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Author Khiam Lee; Sanna Malinen; Nilakant Venkataraman
Title The enablers and barriers of inter-organisational collaboration in disaster management Type Conference Article
Year 2018 Publication Proceedings of ISCRAM Asia Pacific 2018: Innovating for Resilience – 1st International Conference on Information Systems for Crisis Response and Management Asia Pacific. Abbreviated Journal Iscram Ap 2018
Volume Issue Pages 310-316
Keywords (down)
Abstract Inter-organisational collaboration is often cited as a factor in effective emergency response to mitigate risks and impacts of extreme events, such as natural disasters (James, 2011; Power, 2017). However, collaboration during times of emergencies is difficult as diverse roles and authorities of other organisations (Kapucu, 2008), differences in organisational cultures and systems in place (Bharosa, Lee, & Janssen, 2010; Mendonça, Jefferson, & Harrald, 2007) and difficulty in coordination and information sharing (Bharosa et al., 2010; Huxham, 1996) can hinder collaborative development. Moreover, previous research have not paid much attention to the enablers and barriers of such collaborations in disaster settings. This research aims to investigate how collaborative systems deal with uncertainty during disaster aftermath in Malaysia, including both barriers and enablers which influence inter-organisational collaboration in disaster environments. The study employs a qualitative methodology using a multiple-case study design. Malaysia National Disaster Management Agency (NADMA) was the focal organisation for this research, and units of analysis were two major floods that occurred in Malaysia in 2014 and 2017. Thirty semi-structured interviews were conducted with strategic and operational decision makers (from 11 different organisations) and disaster aid recipients. Qualitative research tools such as coding, memoing, constant comparison and theoretical saturation were applied to analyse the data (Charmaz, 2008). The initial findings to date detect salient enablers: proficiency of stakeholders in managing relationships, competent leaderships, and early preparedness; barriers include ambiguous organisational roles, weak legitimate framework and different perceptions on trust. This research has both academic and practical implications. The findings uncover how enablers and barriers influence collaboration between public agencies and its partners in emergencies. This research recommends solutions to collaboration barriers, and discusses how multiple partners can cooperate to resolve problems too complex for any one single organisation to manage on their own. Khiam LEE
Address University of Canterbury; University of Canterbury; University of Canterbury
Corporate Author Thesis
Publisher Massey Univeristy Place of Publication Albany, Auckland, New Zealand Editor Kristin Stock; Deborah Bunker
Language English Summary Language Original Title
Series Editor Series Title Abbreviated Series Title
Series Volume Series Issue Edition
ISSN ISBN Medium
Track Human centred design for collaborative systems supporting 4Rs (Reduction, Readiness, Response and Recovery) Expedition Conference
Notes Approved no
Call Number Serial 1654
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