From K-Pop to K-Preparedness: Korea confronts disaster reduction
Disaster Prevention and Management
Article publication date: 5 June 2017
The purpose of this paper is to describe a recent effort by the South Korean Government to stimulate a domestic disaster risk reduction (DRR) technology industry for the export market. The project is a novel form of public-private partnership (PPP) that simultaneously fulfills the mandates of the Sendai Framework for Disaster Risk Reduction while promoting Korea’s economic development agenda.
The research is primarily a review study of the Global DRR Technology project as it is situated in the literature of PPP research from both the public administration and disaster management disciplines.
Korea’s approach to address DRR through a PPP targeting the needs of East Asian countries is unique. The overall effectiveness of the effort will take time to assess, but the model is an interesting and potentially fruitful mean of advancing DRR technology dissemination.
Korea may position itself as a global leader of DRR technology through this effort in terms of both market share and support of the Sendai Framework’s objectives. If successful, the PPP approach may be adopted as a viable means of improving DRR for other countries.
Using PPPs for various aspects of DRR can be win-win situation for economic development and disaster management outcomes.
This paper presents a distinct application of the PPP model for DRR that other countries may appreciate and/or adopt for their own DRR needs.
For Professor Kasdan:
This work was supported by the Ministry of Education of the Republic of Korea; and the National Research Foundation of Korea (NRF-2016S1A3A2925463).
For Professor Kim:
This work was supported by INHA UNIVERSITY Research Grant.
The authors would like to thank Andrew McElroy of the UNISDR for his comments and suggestions to improve the quality of the manuscript.
Oliver Kasdan, D. and Kim, K. (2017), "From K-Pop to K-Preparedness: Korea confronts disaster reduction", Disaster Prevention and Management, Vol. 26 No. 3, pp. 276-285. https://doi.org/10.1108/DPM-10-2016-0206
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