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Francesca Comunello, & Simone Mulargia. (2017). A #cultural_change is needed. Social media use in emergency communication by Italian local level institutions. In eds Aurélie Montarnal Matthieu Lauras Chihab Hanachi F. B. Tina Comes (Ed.), Proceedings of the 14th International Conference on Information Systems for Crisis Response And Management (pp. 512–521). Albi, France: Iscram.
Abstract: We discuss the results of a research project aimed at exploring the use of social media in emergency communication by officers operating at a local level. We performed 16 semi-structured interviews with national level expert informants, and with officers operating at the municipality and province (prefectures) level in an Italian region (respondents were selected based on their involvement in emergency communication and/or emergency management processes). Social media usage appears distributed over a continuum of engagement, ranging from very basic usage to using social media by adopting a broadcasting approach, to deeper engagement, which also includes continuous interaction with citizens. Two main attitudes emerge both in the narrative style and in social media representations: some respondents seem to adopt an institutional attitude, while others adopt a practical-professional attitude. Among the main barriers to a broader adoption of social media, cultural considerations seem to prevail, along with the lack of personnel, a general concern toward social media communication reliability, and the perceived distance between the formal role of institutions and the informal nature of social media communication.
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Carleen Maitland, Louis-Marie Ngamassi Tchouakeu, & Andrea H. Tapia. (2009). Information management and technology issues addressed by humanitarian relief coordination bodies. In S. J. J. Landgren (Ed.), ISCRAM 2009 – 6th International Conference on Information Systems for Crisis Response and Management: Boundary Spanning Initiatives and New Perspectives. Gothenburg: Information Systems for Crisis Response and Management, ISCRAM.
Abstract: Coordination bodies that attempt to overcome coordination barriers in humanitarian relief face many challenges. Among them are general organizational barriers to coordination as well as functionally-oriented barriers arising specifically from information management (IM) and information technology (IT) issues. Based on data collected from three coordination bodies, the research presented here examines IM and IT-related barriers, identifying similarities and differences between them as well as requirements for resolving them. The research finds that while many similarities exist, resolving IM issues typically requires higher levels of organizational change as compared to IT-related barriers. The research concludes that coordination bodies need to address a mixture of IT and IM related issues both to foster better coordination but also to ensure their efforts are successful.
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Rustenberg, K., Radianti, J., & Gjøsæter, T. (2023). Exploring Demons for the Establishment of Team Situational Awareness. In Jaziar Radianti, Ioannis Dokas, Nicolas Lalone, & Deepak Khazanchi (Eds.), Proceedings of the 20th International ISCRAM Conference (pp. 636–648). Omaha, USA: University of Nebraska at Omaha.
Abstract: Individual situational awareness (SA) is crucial for building team SA, which is necessary for achieving a shared understanding of a situation, making informed decisions, and taking appropriate actions. This article examines the communication barriers that emerge when transitioning from individual to team SA in emergency management scenarios. We observed two emergency exercises on “ongoing life-threatening violence” and dam failure causing hospital congestion. The study was complemented with interviews with participants of these exercises, aiming at identifying barriers called SA-demons in the team setting. We discovered barriers that hinder the establishment of team SA, including a vicious cycle of mistrust, a fragmented information trap, a false feeling of mastery trap, and a decaying memory trap. These barriers can stem from individual, organizational, or technological factors. To complement existing SA theories, we applied the Cynefin framework and found that standard operating procedures can be potential barriers when transitioning into chaotic or complex domains.
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