Advances in multi-agency disaster management: Key elements in disaster research

Janssen, Marijn; Lee, Jin-Kyu; Bharosa, Nitesh; Cresswell, Anthony M.

doi:10.1007/s10796-009-9176-x

Cited by 146 publications

(95 citation statements)

References 22 publications

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“…When a disaster strikes, coherent coordination requires acquisition of relevant information from multiple sources, verification of its accuracy and sharing among responding organizations, all within a short period of time [3]. Information quality and timeliness can shape the effectiveness of the emergency response operations [7].…”

Section: Network Centric Enabled Capabilities For Emergency Responsementioning

confidence: 99%

“…Furthermore, Janssen, et al [3] state that hierarchical control is often viewed as a necessity for managing disasters. However, Comfort and Kapucu [6] mention that under the urgent and dynamic conditions of a disaster, such procedures almost always crash.…”

Section: Network Centric Enabled Capabilities For Emergency Responsementioning

confidence: 99%

“…In the context of the dynamic and complex task environment of a disaster, multiple organizations and stakeholders are required to convert from autonomous actors to interdisciplinary and interdependent emergency response teams [3]. The probably most significant question that arises for these responding teams is what is going on [4]?…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

A Common Operational Picture in Support of Situational Awareness for Efficient Emergency Response Operations

Sophronides

Aliki

Giaoutzi

et al. 2017

Journal of Future Internet

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Article HistoryEfficient emergency response needs a multi-disciplinary approach which in turn calls for a high level of collaboration and coordination among the involved safety agencies. Furthermore, in order to cope with the complexity, uncertainty and dynamic nature of an emergency, flexible information and communication systems are required. Based on experiences from the military domain, strategic concepts which can improve information sharing and collaboration can be derived and adapted towards enhancing emergency response information systems and operational effectiveness. This study purports to review the state of the art in this field providing recommendations for emergency response policy makers, professionals and researchers.Contribution/Originality: The paper contributes in the existing literature by reviewing the state-of-the-art in the field of emergency response and provides recommendations for policy makers, professionals and researchers towards enhancing emergency response information systems and operational effectiveness.

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Section: Network Centric Enabled Capabilities For Emergency Responsementioning

confidence: 99%

Section: Network Centric Enabled Capabilities For Emergency Responsementioning

confidence: 99%

See 1 more Smart Citation

A Common Operational Picture in Support of Situational Awareness for Efficient Emergency Response Operations

Sophronides

Aliki

Giaoutzi

et al. 2017

Journal of Future Internet

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“…Although those who respond to disasters ("responders") continue to improve their preparation for and response to crises, integrating the best available scientific information and expertise is vital for efficient and effective decision making ). Yet how scientific information and expertise is incorporated into decision-making processes in the United States is challenging because industry and governmental decision makers, often from multiple agencies, operate on different systems of rules and rewards across agencies and compared with academic institutions (Janssen et al 2010). Our results indicate these disparities must be addressed to improve effective collaboration, and response should be informed by an understanding of the complex human behaviors that are present during crises.…”

Section: Introductionmentioning

confidence: 96%

Designing a solution to enable agency-academic scientific collaboration for disasters

Mease¹,

Gibbs-Plessl²,

Erickson³

et al. 2017

E&S

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ABSTRACT. As large-scale environmental disasters become increasingly frequent and more severe globally, people and organizations that prepare for and respond to these crises need efficient and effective ways to integrate sound science into their decision making. Experience has shown that integrating nongovernmental scientific expertise into disaster decision making can improve the quality of the response, and is most effective if the integration occurs before, during, and after a crisis, not just during a crisis. However, collaboration between academic, government, and industry scientists, decision makers, and responders is frequently difficult because of cultural differences, misaligned incentives, time pressures, and legal constraints. Our study addressed this challenge by using the Deep Change Method, a design methodology developed by Stanford ChangeLabs, which combines human-centered design, systems analysis, and behavioral psychology. We investigated underlying needs and motivations of government agency staff and academic scientists, mapped the root causes underlying the relationship failures between these two communities based on their experiences, and identified leverage points for shifting deeply rooted perceptions that impede collaboration. We found that building trust and creating mutual value between multiple stakeholders before crises occur is likely to increase the effectiveness of problem solving. We propose a solution, the Science Action Network, which is designed to address barriers to scientific collaboration by providing new mechanisms to build and improve trust and communication between government administrators and scientists, industry representatives, and academic scientists. The Science Action Network has the potential to ensure cross-disaster preparedness and science-based decision making through novel partnerships and scientific coordination.

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“…We have been successful in accomplishing our mission of being a vehicle for cutting edge IS topics and many of our special issues have bridged Information Systems and other disciplines. Cases in point are the special issues on The Future of Enterprise Resource Planning Systems (Gable and Vitale 2000), Knowledge Management and Organizational Memory (Abecker et al 2000), Supply Chain Systems: Research and Practice (Gass and Jones 2001) as well as Information Dynamics in the Networked World (Huberman and Ledyard 2003), Advances in Multi-Agency Disaster Management (Janssen et al 2010) and Terrorism Informatics (Zhou et al 2011) as well as a host of others. We thank the Editorial Board, and the referees without whom this journal would not have been a success.…”

mentioning

confidence: 99%