Disaster resilience as a complex problem

Giving disaster resilience new meaning

Deborah Blackman, Hitomi Nakanishi, Angela Benson

Research output: Contribution to journalArticle

Abstract

The paper proposes that a reason why long-term disaster initiatives fail is the adoption of a linear, complicated problem based approach rather than seeing recovery as a complex system. The argument is that initial post-disaster responses are complicated with a subsequent transition to a complex problem. Transition is proffered as a missing link between short-term responses (rescue and relief) and long-term disaster recovery. Case data from Japan and Christchurch suggests that three system elements influencing potential transition are: the actors and their purpose; new forms of social capital and a move to greater co-production with community. Influencing these effectively will support greater traction to achieve the move to long-term recovery.
Original languageEnglish
Pages (from-to)124-129
Number of pages6
JournalAcademy of Management Proceedings
Volume2016
Issue number1
DOIs
Publication statusPublished - 2016
Event76th Annual Meeting of the Academy of Management, AOM 2016 - Anaheim, United States
Duration: 5 Aug 20169 Aug 2016

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Disasters
Recovery
Large scale systems
Resilience
Disaster
Social capital
Complex systems
Co-production
Japan
Disaster recovery
Disaster response

Cite this

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Disaster resilience as a complex problem : Giving disaster resilience new meaning. / Blackman, Deborah; Nakanishi, Hitomi; Benson, Angela.

In: Academy of Management Proceedings, Vol. 2016, No. 1, 2016, p. 124-129.

Research output: Contribution to journalArticle

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