Cross-Organizational Information Sharing and Coordination in Disaster Response: The Case of the 2008 Wenchuan China Earthquake

Abstract

Information sharing is a vital component of unified planning among multiple agencies performing varied tasks and activities toward effective emergency response, which promotes effective coordination. Insufficient information sharing and ineffective coordination among organizations during a disaster response creates a bottleneck in need of urgent resolution to effect preparedness. Building a highly effective emergency management information system would help to solve this problem. Modern information technology processing techniques have produced tools and approaches for information sharing across multiple agencies. However, Chinese and international scholars who study the multi-agency unified response systems of various countries have found that such systems are not in practice. This study took a socio-technical system perspective to analyze the characteristics of emergency response organizations and tasks involved in the response to the 2008 Wenchuan (China) earthquake as a case study. Existing problems and possible causes were analyzed from system and technology perspectives to identify possible resolutions to problems in cross-organizational information sharing and coordination that would improve the quality and speed of information sharing and coordination among multiple agencies. The results suggest a basic theoretical approach for the analysis and design of an open, cross-organizational relief management information system that can efficiently and effectively respond to large-scale disasters.

The psychology of interoperability: A systematic review of joint working between the UK emergency services

“…The main advantage of an MTS is to combine expertise to achieve tasks that go beyond the skills of a single sub‐team. Each sub‐team holds information relevant to their own and other teams' behaviour (Abdeen et al, 2021; Strom & Eyerman, 2007; Wang et al, 2015). Yet, ironically, it has been found that sub‐teams working within MTSs tend to prioritize intra‐team over inter‐team communications (Allen et al, 2014; Wang et al, 2015).…”

“…Each sub‐team holds information relevant to their own and other teams' behaviour (Abdeen et al, 2021; Strom & Eyerman, 2007; Wang et al, 2015). Yet, ironically, it has been found that sub‐teams working within MTSs tend to prioritize intra‐team over inter‐team communications (Allen et al, 2014; Wang et al, 2015). This tendency to favour intra‐team communications is more likely to happen when under stress (Campbell et al, 2022) and when organizations lack a culture of information sharing (Bharosa et al, 2010; Kwon et al, 2011).…”

“…Nor do they fully appreciate each other's capabilities, causing issues with coordination and unrealistic expectations (Iveson, 2022; Parry et al, 2014; Power & Alison, 2017b). A lack of cognitive trust has been linked to poor communication and information sharing as sub‐teams have been found to be ignorant of the information that may be useful or necessary to share (Wang et al, 2015). Fundamental knowledge and trust in one's own and other teams’ activities, capabilities, roles, strategic aims and management structures is key for reducing uncertainty and improving interoperability (Curnin et al, 2014; Curnin, Owen, Paton, & Brooks, 2015).…”

Practitioner Report: The Psychology of Interoperability: A Systematic Review and Case Study of the UK Emergency Services

“…For example, confusion about the "Operation Plato" declaration and its meaning at the Manchester attack 63 . • Sub-teams working within an MTS tend to prioritise communications with their own sub-team members over communications with other component teams 2,72 which is more likely to happen when under stress 8 . • Teams have been found to lack a culture of information sharing outside of their own organisation 5 .…”