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, co-authored by Scott Robinson, Warren Eller, Melanie Gall and Brian Gerber addresses a topic which has recently gained significant attention among scholars in the disaster management community. Disaster preparedness, response, and recovery involve different actors from different sectors (public, private, and non-profit). The chapter assesses the temporal dynamics of disaster networks in two moderately sized communities that have served as large-scale disaster evacuation hosting sites in the past decade in the US. It discusses the potential advantage presented by having a two-tier network for evacuation hosting that mixes core and periphery across multiple sectors in dealing with disasters. Chapter 4, authored by Triparna Vasavada, studies disaster management networks in the state of Gujarat, India, using social network analysis. It examines the governance structure of a disaster management network and factors affecting its effectiveness. Trust, the number of participants in the network, goal consensus, and the need for network-level competencies based on the nature of the task were analyzed as key factors in network effectiveness in response to disasters. Chapter 5, co-authored by Simon Andrew, Sudha Arlikatti and Marina Saitgalina focuses on the challenges faced by disaster survivors in developing countries where there is a lack of pre-identified shelters and staging capacities, as well as an inability of public sector entities to manage catastrophic events independent of local and international non-profit organizations. The chapter investigates evacuation decision-making and shelter choice in the wake of the 2004 Indian Ocean Tsunami. Chapter 6, authored by Paul Stephenson, examines the impact of a public health crisis on French public management. The chapter specifically considers how government agencies across various state institutions have engaged in post-crisis reform. The chapter highlights how state actors drew policy and practical lessons from previous experiences. The chapter demonstrates the discursive use of solidarity in a game of political blame-shifting and experimentation in the context of crisis enquiries. Chapter 7, co-authored by Claire Menck and Richard Couto examines the leadership of one organization, Market Umbrella, which used farmer’s markets as spaces of commu-nity building to help facilitate the recovery in the wake of Hurricane Katrina. It focuses on the social and cultural role of food in New Orleans. The chapter suggests that informal leadership can use ‘free spaces’ of community gathering to recreate fractured relation-ships between people and places affected by disaster. Chapter 8, co-authored by Arjen Boin and Michel van Eeten discusses a topic that recently gained much attention from practitioners and scholars of disaster studies. The chapter focuses on resilience at the organizational level: it examines relationships between organizational characteristics, processes, and resilience, building on the insights of high reliability organizations theory and crisis management research. Chapter 9, co-authored by Adam Rose and Tyler Kustra, provides a framework for designing transboundary disaster management institutions and policies based on
DOI link for , co-authored by Scott Robinson, Warren Eller, Melanie Gall and Brian Gerber addresses a topic which has recently gained significant attention among scholars in the disaster management community. Disaster preparedness, response, and recovery involve different actors from different sectors (public, private, and non-profit). The chapter assesses the temporal dynamics of disaster networks in two moderately sized communities that have served as large-scale disaster evacuation hosting sites in the past decade in the US. It discusses the potential advantage presented by having a two-tier network for evacuation hosting that mixes core and periphery across multiple sectors in dealing with disasters. Chapter 4, authored by Triparna Vasavada, studies disaster management networks in the state of Gujarat, India, using social network analysis. It examines the governance structure of a disaster management network and factors affecting its effectiveness. Trust, the number of participants in the network, goal consensus, and the need for network-level competencies based on the nature of the task were analyzed as key factors in network effectiveness in response to disasters. Chapter 5, co-authored by Simon Andrew, Sudha Arlikatti and Marina Saitgalina focuses on the challenges faced by disaster survivors in developing countries where there is a lack of pre-identified shelters and staging capacities, as well as an inability of public sector entities to manage catastrophic events independent of local and international non-profit organizations. The chapter investigates evacuation decision-making and shelter choice in the wake of the 2004 Indian Ocean Tsunami. Chapter 6, authored by Paul Stephenson, examines the impact of a public health crisis on French public management. The chapter specifically considers how government agencies across various state institutions have engaged in post-crisis reform. The chapter highlights how state actors drew policy and practical lessons from previous experiences. The chapter demonstrates the discursive use of solidarity in a game of political blame-shifting and experimentation in the context of crisis enquiries. Chapter 7, co-authored by Claire Menck and Richard Couto examines the leadership of one organization, Market Umbrella, which used farmer’s markets as spaces of commu-nity building to help facilitate the recovery in the wake of Hurricane Katrina. It focuses on the social and cultural role of food in New Orleans. The chapter suggests that informal leadership can use ‘free spaces’ of community gathering to recreate fractured relation-ships between people and places affected by disaster. Chapter 8, co-authored by Arjen Boin and Michel van Eeten discusses a topic that recently gained much attention from practitioners and scholars of disaster studies. The chapter focuses on resilience at the organizational level: it examines relationships between organizational characteristics, processes, and resilience, building on the insights of high reliability organizations theory and crisis management research. Chapter 9, co-authored by Adam Rose and Tyler Kustra, provides a framework for designing transboundary disaster management institutions and policies based on
, co-authored by Scott Robinson, Warren Eller, Melanie Gall and Brian Gerber addresses a topic which has recently gained significant attention among scholars in the disaster management community. Disaster preparedness, response, and recovery involve different actors from different sectors (public, private, and non-profit). The chapter assesses the temporal dynamics of disaster networks in two moderately sized communities that have served as large-scale disaster evacuation hosting sites in the past decade in the US. It discusses the potential advantage presented by having a two-tier network for evacuation hosting that mixes core and periphery across multiple sectors in dealing with disasters. Chapter 4, authored by Triparna Vasavada, studies disaster management networks in the state of Gujarat, India, using social network analysis. It examines the governance structure of a disaster management network and factors affecting its effectiveness. Trust, the number of participants in the network, goal consensus, and the need for network-level competencies based on the nature of the task were analyzed as key factors in network effectiveness in response to disasters. Chapter 5, co-authored by Simon Andrew, Sudha Arlikatti and Marina Saitgalina focuses on the challenges faced by disaster survivors in developing countries where there is a lack of pre-identified shelters and staging capacities, as well as an inability of public sector entities to manage catastrophic events independent of local and international non-profit organizations. The chapter investigates evacuation decision-making and shelter choice in the wake of the 2004 Indian Ocean Tsunami. Chapter 6, authored by Paul Stephenson, examines the impact of a public health crisis on French public management. The chapter specifically considers how government agencies across various state institutions have engaged in post-crisis reform. The chapter highlights how state actors drew policy and practical lessons from previous experiences. The chapter demonstrates the discursive use of solidarity in a game of political blame-shifting and experimentation in the context of crisis enquiries. Chapter 7, co-authored by Claire Menck and Richard Couto examines the leadership of one organization, Market Umbrella, which used farmer’s markets as spaces of commu-nity building to help facilitate the recovery in the wake of Hurricane Katrina. It focuses on the social and cultural role of food in New Orleans. The chapter suggests that informal leadership can use ‘free spaces’ of community gathering to recreate fractured relation-ships between people and places affected by disaster. Chapter 8, co-authored by Arjen Boin and Michel van Eeten discusses a topic that recently gained much attention from practitioners and scholars of disaster studies. The chapter focuses on resilience at the organizational level: it examines relationships between organizational characteristics, processes, and resilience, building on the insights of high reliability organizations theory and crisis management research. Chapter 9, co-authored by Adam Rose and Tyler Kustra, provides a framework for designing transboundary disaster management institutions and policies based on
ABSTRACT
DISASTER AND CRISIS MANAGEMENT