2018
DOI: 10.1080/00207543.2018.1449977
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Cross-sector humanitarian–business partnerships in managing humanitarian logistics: an empirical verification

Abstract: Cross-Sector humanitarian-business partnerships in managing humanitarian logistics comprise a key discussion topic in literature, yet empirical validations of these partnerships are lacking to date. This paper aims to develop a typological framework for humanitarian-business partnerships in managing humanitarian logistics and to empirically verify this typology with a data-set using content analysis. The results show that the amounts of partnerships developed between the business sector and the humanitarian se… Show more

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Cited by 39 publications
(78 citation statements)
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References 86 publications
(134 reference statements)
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“…In this study Nurmala, de Vries, and de Leeuw (2018) argue that cross-sector humanitarian-business partnerships play an important role in the success of disaster relief operations. Yet, the extant literature has not paid significant attention on the role of cross-sector humanitarian-business partnerships.…”
Section: Cross-sector Humanitarian-business Partnerships In Managing mentioning
confidence: 99%
“…In this study Nurmala, de Vries, and de Leeuw (2018) argue that cross-sector humanitarian-business partnerships play an important role in the success of disaster relief operations. Yet, the extant literature has not paid significant attention on the role of cross-sector humanitarian-business partnerships.…”
Section: Cross-sector Humanitarian-business Partnerships In Managing mentioning
confidence: 99%
“…Beyond disaster response, participation of the private sector in disaster preparedness and mitigation phases of the disaster management cycle are also feasible, especially in the fields of construction, infrastructure and telecommunication (Izumi and Shaw, 2014). Although a few good cases of private sector involvement in disaster management have been identified, Nurmala et al (2018) reveal that most private sector involvement is still limited to philanthropical financial contributions. introduced the Disaster Resilient Supply Chain Operations (DROPS) Framework ( Figure 5) as a result of an EPSRC Global Challenges Research Fund Project including a 5-day international workshop on DROPS involving multi-sectoral humanitarian experts.…”
Section: Assessment Of Dmsnsmentioning
confidence: 99%
“…While the private and public sectors seemingly complement each other, further research indicates barriers to collaboration given each sector's motives, culture, capacities and expertise (Dahan et al, 2010). To date, the private sector's involvement in DMOs has been limited to short term and philanthropical financial contributions (Nurmala, 2018). It may, however, be possible to overcome such barriers through appropriate leadership approaches catering to organisational groups which are unlikely to be fused together (Salem et al, 2019;Ergun et al, 2014).…”
Section: Introductionmentioning
confidence: 99%
“…In regard to incentives, three general approaches to pricing are described: free-of-charge, cost-recovery and profit-based. Free-of-charge servicesalso called in-kind or philanthropic servicesare offered by commercial providers (Vega and Roussat, 2015;Balcik et al, 2010;Nurmala et al, 2018), humanitarian providers (Toyasaki et al, 2017;Dufour et al, 2018) and the military (Walker, 1992;Silenas et al, 2008). Some services within UNHRD and HPCs are examples of cost-recovery (Toyasaki et al, 2017;Schulz, 2009).…”
Section: Outsourcing Designmentioning
confidence: 99%