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Phases of coordination in humanitarian logistics
Jönköping University, Jönköping International Business School, JIBS, Centre of Logistics and Supply Chain Management. Jönköping University, Jönköping International Business School, JIBS, Marketing and Logistics.
Jönköping University, Jönköping International Business School, JIBS, Centre of Logistics and Supply Chain Management. Jönköping University, Jönköping International Business School, JIBS, Marketing and Logistics.
2012 (English)In: NOFOMA 2012 - proceedings of the 24th annual nordic logistics research network conference: 7-8 June 2012, Naantali, Finland / [ed] Juuso Töyli, Laura Johansson, Harri Lorentz, Lauri Ojala and Sini Laari, 2012, p. 885-886Conference paper, Oral presentation with published abstract (Other academic)
Abstract [en]

Purpose of this paper

The number of organisations involved in   relief work in general and humanitarian logistics specifically is large and   increasing, creating new complexity. In this paper we analyse different types   of coordination in two case studies.    This has implications along many dimensions, including the roles of   participants, long and short term development and coordination.

Design/methodology/approach

The study is based on two case studies,   one showing the initial stages of the development of the cluster system in   humanitarian relief, the other the post-election crisis in Kenya.  The original cases were restructured   according to our theoretical framework and analysed accordingly.  In total the cases are based on 39   semi-structured interviews.

Findings

We find that the start-up of operations   is skewed by the need for a clear disaster declaration for the cluster   system.  The different roles of the   organisations and differing formal requirements create significant problems   before and after cluster activation and de-activation.  Individual organisations take on many roles   in the cluster system and beyond it, both in terms of vertical and horizontal   coordination. 

Research limitations/implications

The two cases have slightly different   foci with the Kenya case relating to a specific emergency whereas the cluster   system describes the system itself based on development in several   emergencies.

Practical implications

It may be necessary to treat different   groupings of organisations differently, ideally restricting access based on   the role of the organisation and the stage of the disaster.  Participating organisations are of widely   different types and the same way of coordinating all of these may not be   appropriate.

What is original/value of paper

There is a strong need for more academic   empirical research in the field.    Combining these two case studies for comparison allows us to learn new   lessons about how different approaches to coordination have worked in practice.

Place, publisher, year, edition, pages
2012. p. 885-886
Keyword [en]
coordination, humanitarian clusters, case study, humanitarian logistics, roles in distribution
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-19859OAI: oai:DiVA.org:hj-19859DiVA, id: diva2:571197
Conference
24th NOFOMA Conference, 7-8 June, 2012, Åbo, Finland
Available from: 2012-11-21 Created: 2012-11-21 Last updated: 2015-09-08Bibliographically approved

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Jensen, Leif-MagnusHertz, Susanne

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