“Bureaucracy, meet catastrophe”: Analysis of the tsunami disaster relief efforts and their implications for global emergency governance
International Journal of Public Sector Management
ISSN: 0951-3558
Article publication date: 1 February 2006
Abstract
Purpose
An analysis of the way the bureaucratic management system responded to the tsunami disaster of December 26, 2004 is used as an example to highlight the severe shortcomings of the bureaucratic model as a paradigm for responding to situations in which the magnitude of the system's task is overwhelmingly complex and the timing process is bounded by urgency.
Design/methodology/approach
Evidence of the findings for this research is driven by primary references, namely news reports and web site information provided in the aftermath of the disaster.
Findings
These reports from the tsunami disaster highlight the key problems of bureaucracies, including slow decision‐making, inability to absorb and process outside information, and escalation of commitment to failed courses of action.
Research limitations/implications
Suggestions for future research are provided.
Practical implications
It is this very requirement that may undermine all relief efforts when such a high magnitude event occurs.
Originality/value
The tragic irony of this analysis is that most emergency relief organizations of the proper size and complexity to effectively deal with “shocking” events must work within the bureaucratic systems created by large federal relief organizations (such as FEMA) as the “price” for staying in operation.
Keywords
Citation
Takeda, M.B. and Helms, M.M. (2006), "“Bureaucracy, meet catastrophe”: Analysis of the tsunami disaster relief efforts and their implications for global emergency governance", International Journal of Public Sector Management, Vol. 19 No. 2, pp. 204-217. https://doi.org/10.1108/09513550610650446
Publisher
:Emerald Group Publishing Limited
Copyright © 2006, Emerald Group Publishing Limited