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This paper aims to examine the influences of the number of hotel management responses and especially the textual similarity in hotel management responses to online reviews on hotel online booking.

This study used the data from 437 hotels in New York City on Expedia. The data specifically include online reviews, management responses and real-time number of online hotel bookings, which were merged to create one dataset for this study. To calculate the management response similarity, three widely recognized text mining functions of calculating textual similarity were adopted in this model. Fixed-effect panel data model was then used to examine the influence of management response to consumer online reviews on online hotel booking volume.

The empirical results demonstrate that the number of management responses to consumer online reviews does not significantly affect hotel booking; compared to none or only one management response, or management responses with low similarity, management responses with high similarity can significantly reduce the hotel booking on Expedia.

This study suggests that the similarity of management responses influences customers’ hotel booking, and hotel managers should avoid providing too similar management responses.

First, this study, for the first time, proposes the concept of management response similarity and its measurement methods. Second, this study takes an initial attempt to empirically test the influence of response similarity on hotel booking by using secondary data online.

The response management of the Kobe earthquake in 1995 provides practitioners and theorists of crisis and disaster management with much to consider. As in other efforts around the world the Kobe response management appeared slow and less than optimal in performance. Focuses on the effects of magnitude of impact and degree of strategic preparedness that may affect response. Magnitude of impact is the degree to which impact damage seems random in occurrence, the size of the impact area, the severity of impact, the ratio of visible to invisible damage, the number of major sub‐event crises triggered by the impact of the event, and the degree of psychological distortion caused by (or accelerated by) the impact of the event. The degree of strategic preparedness depends on the degree to which response managers can successfully translate meta‐strategic missions and objectives into operational strategies that are realistic and achievable in any given crisis or disaster event. Components of strategic preparedness include the provision of escalation triggers, establishing cascaded priorities, and having and maintaining a dynamic reserve. Planning and preparing for crises and disasters needs to include cascade strategic priority profiles for communities, consideration of cultural features of organizations and communities in developing plans and preparedness, establishing quantifiable escalation triggers for response management, and developing and maintaining a working dynamic reserve.

Management response to consumer comments has become a widely adopted marketing strategy to address the undesirable effects caused by negative remarks. Yet, when and what management response is more effective and under what circumstances remains under-researched. This study aims to fill this gap.

In three experiments using five different products, the authors manipulate psychological construal level (psychological distance: distant vs proximal) and management response (response of primary vs secondary features) and thereafter assess their bearings on consumer psychological and behavioral reaction toward products of two distinctive natures (hedonic vs utilitarian).

At a psychological distance, consumers show a preferable reaction to management response of primary over secondary features. In contrast, when the psychological distance is proximal, consumers react more positively to management response of secondary than primary features. In addition, these effects vary as a function of product nature, hedonic vs utilitarian.

The findings of this research bring a significant contribution to marketing communication literature and extend the construal level theory.

A better understanding of the relative effectiveness of distinct types of management response to negative consumer comments is essential for more targeted and effective marketing strategies.

Little research has documented the effects of distinct types of management response. How psychological distance might underpin these effects has not been explored. In addition, whether the interaction effect of management response and psychological distance varies with differences in product nature, namely, hedonic and utilitarian, remains unanswered until this research.

This study reports on a survey of experienced emergency management personnel in Australia and New Zealand to identify the influence of organisational features in perceived emergency management performance. The purpose of this paper is to analyse the influence of organisational features in emergency response performance and to discuss how this knowledge can be used to enhance the response capacity of emergency services organisations.

Based on a review of the literature, a conceptual theoretical model for organisational performance is first developed based on four organisational features found to be previously important in emergency management organisation. These are, adaptability, leadership, stability (mission and direction) and stakeholder communication. An organisational survey was distributed to all 25 fire and emergency services agencies in Australia and New Zealand which included indicators of these elements. Responses were received from experienced emergency management personnel from fire and emergency services agencies. The sample was stratified into the three main organisational types, namely, established, expanding and extending organisations.

The findings reveal that the predictive significance of organisational features in emergency response performance vary among established, expanding and extending organisations. The predictive significance of stability, adaptability and leadership for perceived success is strong in all organisational types. It is interesting to note that the predictive significance of communication with external stakeholders is low in all organisation types. This indicates the preference of emergency services agencies to look internally within their own operations than externally to build relationships with different specialism.

The theoretical model in this study makes a first attempt to understand the role of organisational features in emergency response performance of organisations in Australia and New Zealand. This work contributes to theorizing emergency operations by highlighting how organisations need to manage two orientations simultaneously: their own internal as well as external orientations, together with their processes for managing both mission and direction and the need for change and flexibility.

The purpose of this paper is to assess the issues faced by managers of inland waterways in the Southeastern USA as a guide for improvements to spill management information systems.

A survey was administered to a group of over 300 professionals representing multiple organizations involved in water quality management and/or spill response in the Southeast region of the USA to query their perceptions on leading demands and issues faced in management of inland waterways both on a daily basis and during spill response efforts.

Survey results indicated that communication is often the “weak link” in both water management and spill response activities, and that enhanced spill management information tools could serve as a valuable resource in addressing this problem. Display of spatial/visual information was deemed to be especially important to spill response personnel and should be included in the next generation of spill response systems.

The scope is limited to the Southeastern USA, but similar results would be expected in other regions where management of surface water is of concern.

In these trying economic times, the survey results serve to rank order decision‐support priorities to which available resources should be allocated and indicate areas of interest for improved support in both water resource management and spill response.

The paper provides the first documentation of the demands and decision‐support priorities of inland waterway resource managers and spill response personnel.

The purpose of this research is to understand the current developments in business models that are aimed at meeting changing market characteristics, many of which require specific customer service responses.

The paper presents a conceptual model that is based on research into the applications of response management.

This paper suggests validity of the proposed model but also identifies the need for further research.

The paper assumes that management has the awareness and the skills set to manage and deliver added value to customers by implementing a more relevant model.

This paper offers examples of organisations that are responding to market and customer expectations using response management models.

Pertinent information sharing across various government agencies, as well as non‐governmental and private organizations, is essential to assess the incident situation, identify the needed resources for emergency response and generate response plans. However, each agency may have incident management systems of its choice with valuable information in its own format, posing difficulty in effective information sharing. Application‐to‐application sharing cross agency boundaries will significantly reduce human efforts and delay in emergency response. Information sharing from disparate systems and organizations, however, requires solving of the interoperability issue. The purpose of this paper is to present the UICDS™‐based resource sharing framework as a step toward addressing the afore‐mentioned challenges.

A prototype middleware system is developed using a standards‐based information sharing infrastructure called UICDS™ (Unified Incident Command and Decision Support™), an initiative led by the Department of Homeland Security (DHS) Science and Technology division. This standards‐based middleware, resource management plug‐in utilizes the ontology of organizational structure, workflow activities and resources, and the inference rules to discover and share resource information and interoperability from different incident management applications.

The middleware prototype implementation shows that the UICDS™‐based interoperability between heterogeneous incident management applications is feasible. Specifically, the paper shows that the resource data stored in the Resource Directory Database (RDDB) of the NJ Office of Emergency Management (NJOEM), Hippocrates of the New Jersey Department of Health and Senior Services (NJDHSS) can be discovered and shared with other incident management systems using the ontology and inference rules.

This study illustrates the possible solutions to the application to application interoperability problem using the DHS initiated interoperability platform called UICDS™.

The resource discovery and emergency response planning can be automated using the incident domain ontology and inference rules to dynamically generate the location‐based incident response workflows.

Healthcare organizations worldwide were badly hit by the “surprise” of the pandemic. Hospitals in particular are trying hard to manage problems it caused, searching for solutions to protect the health of citizens and reorienting operations. The implementation of resilience solutions in the coping phase and the ability to react promptly and redefine activities is essential. Integrating crisis management and resiliency literature, this paper discusses how health organizations were able to cope with adversity during the crisis.

The research is conducted through a case study of a large Italian hospital, the Gemelli Polyclinic Foundation, which was one of the leading hospitals in the Italian response to the pandemic.

The case reports actions taken in order to continue functioning and to maintain core activities despite severe adversity. The overall response of the Gemelli was the result of the three types of response: behavioral (effective leadership), cognitive (rapid resource reallocation) and the contextual reinforcement (multiagency network response). The authors highlight how an integrative framework of crisis management and resiliency could be applied to healthcare organizations in the coping phase of the pandemic. The experience of the Gemelli can thus be useful for other hospitals and organizations facing external crises and for overall improvement of crisis management and resilience. Responding to crisis brings the opportunity to make innovations introduced during emergencies structural, and embed them moving forward.

The paper focuses only on the coping phase of the response to the pandemic, whereas building long-term resilience requires understanding how organizations accumulate knowledge from crises and adapt to the “new normal.”

The paper responds to the call for empirical studies to advance knowledge of an integrative framework of crisis management and resiliency theories with reference to complex organizations such as healthcare.

This paper aims to explore the interdisciplinary nature of coordination challenges in the logistic response to food safety incidents while distinguishing the food supply chain positions involved.

This adopts an exploratory qualitative research approach over a period of 11 years. Multiple research periods generated 38 semi-structured interviews and 2 focus groups. All data is analysed by a thematic analysis.

The authors identified four key coordination challenges in the logistics response to food safety incidents: first, information quality (sharing information and the applied technology) appears to be seen as the biggest challenge for the response; second, more emphasis on external coordination focus is required; third, more extensive emphasis is needed on the proactive phase in the logistic response; fourth, a distinct difference exists in the position’s views on coordination in the food supply chain. Furthermore, the data supports the interdisciplinary nature as disciplines such as operations management, strategy and organisation but also food safety and risk management, have to work together to align a rapid response, depending on the incident’s specifics.

The paper shows the need for comprehensively reviewing and elaborating on the research gap in coordination decisions for the logistic response to food safety incidents while using the views of the different supply chain positions. The empirical data indicates the interdisciplinary nature of these coordination decisions, supporting the need for more attention to the interdisciplinary food research agenda. The findings also indicate the need for more attention to organisational learning, and an open and active debate on exploratory qualitative research approaches over a long period of time, as this is not widely used in supply chain management studies.

The results of this paper do not present a managerial blueprint but can be helpful for practitioners dealing with aspects of decision-making by the food supply chain positions. The findings help practitioners to systematically go through all phases of the decision-making process for designing an effective logistic response to food safety incidents. Furthermore, the results provide insight into the distinct differences in views of the supply chain positions on the coordination decision-making process, which is helpful for managers to better understand in what phase(s) and why other positions might make different decisions.

The findings add value for the general public, as an effective logistic response contributes to consumer’s trust in food safety by creating more transparency in the decisions made during a food safety incident. As food sources are and will remain essential for human existence, the need to contribute to knowledge related to aspects of food safety is evident because it will be impossible to prevent all food safety incidents.

As the main contribution, this study provides a systematic and interdisciplinary understanding of the coordination decision-making process for the logistic response to food safety incidents while distinguishing the views of the supply chain positions.