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The Red Cross has been actively serving humanity since the 1860s through its various programs, both in the United States and throughout the world. The International Red Cross has chapters worldwide that operate under the provisions of neutrality originally established by the Geneva Treaty of 1864. Its charge, and that of the American Red Cross, is to furnish volunteer aid to the sick and wounded of armies during times of war and to serve as a channel of communication between civilians and military personnel in times of both war and peace. Another charge is to bring relief to those suffering as a result of natural disasters such as floods, fires, and earthquakes.

The American National Red Cross is in many ways the iconic symbol for disaster response and recovery. The organization, founded in 1881, has a long track record for coming to the aid of those in need in the wake of wars, natural disasters, and other crises. However, in the wake of recent disasters, the Red Cross has been criticized for underperforming. By combining the literature on bureaucracy in Austrian economics and the literature on monocentricity in the work of Vincent Ostrom and Elinor Ostrom, we provide an analysis of the Red Cross that helps explain the organization’s evolution over time and that also yields implications for disaster management more broadly. Specifically, the Red Cross is a bureaucracy that has become increasingly centralized and rigid as it has become further enmeshed with governmental responsibilities.

This study aims to use the now‐classic case study of American Red Cross's response to Hurricane Katrina to demonstrate the utility of the best practices in risk and crisis communication as an assessment tool.

Qualitative case study methodology is used to provide a thick description of the case based on media analysis and internal and external evaluations. The best practices in risk and crisis communication are then used to assess Red Cross's response efforts.

This study provides contextual support for the best practices in risk and crisis communication and demonstrates their usefulness in post‐crisis assessment. Lessons learned specific to the case outline the importance of: maintaining flexibility in the crisis plan; developing a crisis communication protocol with partners; considering the affects of response procedures on the emotional and psychological health of crisis victims; and establishing connections with diverse populations and the communities in which the organization works.

As an assessment tool in the post‐crisis stage, the best practices provide an outline for organizations to question whether their planning was sufficient and their strategies and responses met the needs of their stakeholders.

This study provides reason for continuing to develop, study, and apply best practices in risk and crisis communication across organizations and industries. By using the best practices as an assessment tool post‐crisis, organizations can look at each specific practice through the lens of the crisis to stimulate organizational learning.

Increasingly, post credit crunch, organisations are seeking to develop new ways of attracting, recruiting and retaining staff in the UK high street for less or even no financial reward. The aim of this paper is to investigate volunteerism and volunteer management, based on an exploratory case study of two British Red Cross (BRC) shops. It also aims to examine the reasons why people volunteer and why they keep doing so in the context of BRC, as a charitable organisation.

An exploratory case was used to gain an insight into how BRC recruit and retain volunteer staff. This was achieved by interviewing volunteers and the shop management personnel. An overview of BRC structures, strategic direction and views on volunteerism is also developed as part of the case study.

Exploratory findings from the research show that people decide to volunteer mainly for a variety of reasons such as social interaction, to carry out work that is valued in the local community and for self‐satisfaction. Volunteer satisfaction is derived from helping BRC to help others and also being part of The Red Cross. Volunteer retention is attributed to a proactive management style in terms of creating a favourable work environment. The shop manager's leadership skills are crucial in establishing a friendly and positive attitude towards volunteers. In addition, youth volunteers are attracted in order to gain work experience and learn new skills.

The study is exploratory, based on preliminary interview findings from 17 informants in two BRC shops. However, the insight gained helps in understanding the reasons why volunteerism is successful within the BRC.

The paper can help policy makers reflect and decide on useful tactics and strategy for developing and improving volunteer management within the retail sector.

There is a paucity of literature in relation to retailing and volunteerism and this study contributes to the literature by identifying reasons why this charity has been so successful in attracting and retaining volunteers.

The purpose of this essay is to survey the ethical guidelines Red Cross personnel use to determine the appropriate course of action when faced with morally dilemmatic situations, such as whether or not to accept private donations to fund humanitarian operations.

A review of the principles which buttress and guide all Red Cross action is presented along with two case studies – one in which the Solomon Islands Red Cross Society refused money from a controversial mining company, which could have been used to assist flood victims, and the other in which the Nigerian Red Cross Society accepted money from oil companies that have been historically ethically-challenged – which illustrate the necessity of contextual analysis in making these decisions.

The principles upon which all Red Cross actions are based – humanity, impartiality, neutrality, independence – provide the guidelines by which to evaluate whether or not to accept private, corporate donations. The Red Cross principles-based ethics allows for seemingly contradictory decisions to be reached in different countries and contexts, but in manners which are ethically coherent and transparent.

This paper sets the foundation for future research into what guides humanitarian organizations as they carry out their life-sustaining operations. Organizations which use such ethical principles to determine the appropriateness of their actions should benefit from transparently demonstrating this.

Case studies from recent disasters demonstrate the value of using ethical guidelines to evaluate donor suitability. This rigor and transparency benefits not only the Red Cross and other humanitarian organizations, but most importantly those rendered vulnerable by disaster around the world.

The purpose of this paper is to provide a case study of two organisations working in evacuation centres which overcame challenges to develop a constructive relationship, resulting in improved outcomes for disaster-affected people. A wide range of services for disaster-affected communities are provided as part of emergency sheltering. Collaboration between agencies providing services is essential, but sometimes challenging.

A wide range of services for disaster-affected communities are provided as part of emergency sheltering. Collaboration between agencies providing services is essential, but sometimes challenging. The purpose of this paper is to provide a case study of two organisations working in evacuation centres which overcame challenges to develop a constructive relationship, resulting in improved outcomes for disaster-affected people.

The Preferred Sheltering Practices provides an ongoing anchor for Australian Red Cross and Environmental Health Australia (EHA) (Queensland) Inc.’s relationship and has led to other tangible benefits such as involvement in each other’s events and trainings. The relationship has become embedded in each organisation’s day-to-day business ensuring the relationship’s sustainability beyond individual staff movements.

This case study provides an example of how collaboration can be achieved between two organisations with seemingly different mandates to improve the response for disaster-affected communities.

The purpose of this paper is to examine the branding and communications strategy of the International Committee of the Red Cross (ICRC). The ICRC is the world's oldest non‐religious organisation dedicated to humanitarian relief. The ICRC's remit includes civilian and military victims of armed conflicts and internal disturbances, as well as human rights issues that transcend conflict situations, such as disaster response and preparedness, health and care in the community and humanitarian principles and values. The ICRC is the founding body of the International Red Cross and Red Crescent Movement and coordinates the efforts of the National Societies and their International Federation.

Various secondary sources are used to collate the information from which the case study is developed.

The ICRC's longevity is attributed to its ability to evolve, albeit at times slowly. However, the environment in which the ICRC operates is changing rapidly. Like many international non‐profit organisations, the ICRC faces considerable challenges to ensure it remains relevant by responding to the shifting environment in a flexible and creative manner. Consequently, the ICRC's communication efforts have become increasingly important.

The case study provides the opportunity to examine the branding and communications strategy for a prominent non‐profit organisation.

The case will be useful in helping learners: to appreciate concepts in and develop the necessary understanding to apply relevant theories in crisis communications; to identify communications issues along with the evolution of a crisis; to understand the importance and role of a crisis communications team; and to develop skills in writing a crisis communications plan.

The case is a narration of the experiences of the Kenya Red Cross Society (KRCS) as it launched the Kenya drought appeal in March 2019, and the unexpected media and public backlash that ensued. The background is that of an unusual-yet-previously-predicted dry spell, consequent drought and famine, alleged famine-related deaths, mixed signals from the national and county government and a hitherto well-regarded institution (the KRCS) coming in to launch an appeal aimed at raising funds to help alleviate the effects of the prolonged drought and consequent famine in the northern parts of the country. Unfortunately, a major media and public backlash that was not foreseen by KRCS ensued, and it threatened the reputation and very existence of the organization. Drawing on interviews and secondary material in the public domain, the case focuses on how the KRCS navigates the media and public backlash that ensued following the funding appeal. The case is interesting because of the type of organization involved (a not-for-profit institution set up as auxiliary to the government and of good repute), the nature of the problem (reputational crisis and attendant risk management), the setting (a LMIC in sub-Saharan Africa) and the level of analysis (organizational rather than individual decision-making).[AQ1]

Masters level – MBA, Executive MBA, Master’s in Public Management, Master’s in Communication and/or similar courses.

Teaching notes are available for educators only.

CSS 11: Strategy.

This article discusses the information needs of the International Federation of Red Cross and Red Crescent Societies, the types of information required and how the development of a world‐wide network, using the Internet, linking national societies and delegations will facilitate the dissemination of this information. The role of the Federation's Information Resource Centre in accessing relevant information and making it available is also discussed.