2020
DOI: 10.1111/1468-5973.12287
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Lessons from the MH‐17 transboundary disaster investigation

Abstract: On 17 July 2O!4, a Malaysia Airlines Boeing777 that had departed a few hours before from Amsterdam airport in the Netherlands was shot down near Donetsk in Ukraine with 298 people on board. None of them survived the crash. The Dutch government soon called for an independent investigation into the causes of the crash. The conditions for such an investigation were highly complex. The circumstances of the crash indicated criminal intent and rlJmours were that the plane was shot from the sky. The lnternational Civ… Show more

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Cited by 6 publications
(3 citation statements)
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“…These examples illustrate the issues that responders often face leading to role abandonment. These issues include potential risk of injury, infection or even death (Kuipers et al., 2020; Lim et al., 2019). Emergency management officials can no longer assume that they will have a full complement of emergency responders when disaster strikes.…”
Section: Introductionmentioning
confidence: 99%
“…These examples illustrate the issues that responders often face leading to role abandonment. These issues include potential risk of injury, infection or even death (Kuipers et al., 2020; Lim et al., 2019). Emergency management officials can no longer assume that they will have a full complement of emergency responders when disaster strikes.…”
Section: Introductionmentioning
confidence: 99%
“…Public health disasters carry a great deal of uncertainty and personal infection risk. As the risk of infection, injury, and death increases, willingness to work decreases (Hope, 2010; Kuipers et al, 2020; Smith, 2007). These studies highlight the importance of providing resources, tools, and training that can reduce personal risk of infection and improve knowledge and preparedness when responding to public health disasters.…”
Section: Literature Reviewmentioning
confidence: 99%
“…Besides, emergency service organizations tend to value their own command and control system (Owen, Brooks, & Curnin, 2018), and this culture potentially makes collaboration difficult. The process should be much more difficult in case it is inter‐organizational and multinational one, where involved organizations might have different views, interests and procedures during a crisis (Kalkman, Kerstholt, & Roelofs, 2018; Kuipers, Verolme, & Muller, 2020; Wilkinson, Cohen‐Hatton, & Honey, 2019).…”
Section: Introductionmentioning
confidence: 99%