Hanna Honkavuo, Markus Jähi: Ari Kosonen, Kalevi Piira, Kalev Rannat, & Jari Soininen, M. M., Kuldar Taveter. (2015). Enhancing the quality of contingency planning by simulation. In L. Palen, M. Buscher, T. Comes, & A. Hughes (Eds.), ISCRAM 2015 Conference Proceedings ? 12th International Conference on Information Systems for Crisis Response and Management. Kristiansand, Norway: University of Agder (UiA).
Abstract: Contingency planning is a significant challenge when dealing with rarely occurring cases. First of all, the situation related threats can be difficult to identify. Moreover, it is difficult to conclude what happens when multiple threats occur simultaneously. In this paper we introduce the idea of an application which allows seamless cooperation between many experts.
In this paper we describe a computer based simulation application which is designed to support contingency planning ? having resources available ? in extreme winter condition. First we introduce the background of the simulation – sparsely populated areas in Northern Finland where long distances and extremely cold weather can make disturbance situations even more difficult to be normalized by authorities. Secondly we present the tools that are used to build up the application. Finally, we discuss what benefits the application offers for the authorities, preparedness planning and society.
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Nour Kanaan, & Anouck Adrot. (2018). Managing inter-organizational breaks in a context of cross-border crisis. In Kees Boersma, & Brian Tomaszeski (Eds.), ISCRAM 2018 Conference Proceedings – 15th International Conference on Information Systems for Crisis Response and Management (pp. 245–253). Rochester, NY (USA): Rochester Institute of Technology.
Abstract: Dysfunctions in interactions can impede communication between crisis responders. The literature in crisis management partially addresses this practical issue by outlining several types of “breaks” (Milburn, 1983). Breaks refer to social disruptions between organizations involved in crisis response that result in erosion of social links, conflicts amplifications and unstructured responsibilities allocation. However, research falls short of details about specification of these social breaks and how to address them, thereby leaving practitioners who need to handle this issue without clear practical guidelines. We draw on the concept of authority to help dealing with the occurrence of these breaks. The empirical analysis of this article focuses on a cross-border region between France and Germany, that is very likely to encounter inter-organizational breaks. This research in progress will contribute to understand the influence of authority on inter-organizational breaks and crisis response. We discuss the expected contribution of this research.
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