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The purpose of this paper is to focus on the large-scale flood response coordination across sectors and jurisdictions, investigating the characteristics and gaps of the 2011 Thailand flood response operations.

The large-scale flood response coordination was measured as an inter-organizational network. An extensive content analysis of news reports was conducted to identify the participating organizations and relationships among them that emerged during the initial flood response operations. Social network analysis was used to examine the patterns and gaps of coordination among the organizations.

The research identified three major gaps that might weaken the response coordination. First, the coordination structure was highly fragmented with many isolated actors. Second, the benefit of inter-sector relationships was not well leveraged in the system due to weak reciprocal relationships across sectors. Third, provincial level organizations did not serve as a strong liaison between local actors (cities) and national actors.

Based on the findings, the research offers suggestions to improve the performance of response coordination in recurring flood disasters.

This study is distinctive in its examination of structural characteristics of large-scale, inter-sector and multi-jurisdictional flood response coordination in Thailand. Previous studies have explored how citizens were organized and responded to flood disasters at the local level, and measured indicators or causes of response resilience at the provincial level system. Yet, studies examining the patterns of coordination structure among response organizations across all affected-jurisdictional authorities and sectors have been lacking.

This study aims to investigate the optimization of coordination mechanisms in humanitarian action and focuses on the challenges posed by the COVID-19 pandemic.

Conducted as a case study in collaboration with an international humanitarian organization, this research examines the components and associated coordination mechanisms of humanitarian action phases.

The analysis reveals the complexities of managing humanitarian crises, emphasizing the need for adaptive coordination strategies. Four key crisis response coordination mechanisms are explored – structural configuration, outcome standardization, process standardization and mutual adjustment. The study particularly assesses the emergency-development phase.

This study is limited to a single humanitarian organization and the COVID-19 context. Future research could explore additional case studies and broader contexts to enhance understanding of coordination mechanisms in humanitarian crises.

This research has practical implications for humanitarian organizations, policymakers and practitioners involved in crisis response. Enhancing coordination mechanisms and strategies can improve the efficacy of response efforts and facilitate navigation of the complexities of humanitarian crises.

Effective coordination is crucial in mitigating the impact of humanitarian crises and promoting social resilience. By optimizing coordination mechanisms, this research contributes to building more adaptive societies in the face of global challenges.

This study innovatively applies the activities-resources-actors (ARA) model to the humanitarian context and concentrates on the response to COVID-19 of one international humanitarian organization. By adapting the ARA model to a real-world scenario, this research provides insights into optimizing coordination mechanisms in crisis management.

This paper aims to examine a large-scale typhoon response coordination, focusing on the emergency collaborative network (ECN) configuration and structural properties that characterized the 2018 Typhoon Mangkhut response operations in Shenzhen, China.

The response coordination of Typhoon Mangkhut was operationalized as a Shenzhen-based ECN established upon a six-week observation. A systematic content analysis of publicly available government documents and newspaper articles was conducted to identify participating organizations and interorganizational relationships built and sustained during and immediately after the disaster. Social network metrics at levels of the node, subgroup of nodes and whole network were utilized to examine network capacity, network homophily and network performance, respectively.

Results of the centrality analysis demonstrate that government agencies at municipal and district/county levels took central network positions while private and non-profit organizations were mostly positioned at the network periphery. The blocking analysis points to a salient homophily effect that participating organizations sharing similar attributes were more likely to connect with each other. A further investigation of whole network metrics and the small-world index reveals the highly fragmented and discontinued features of ECN, which may result in unsystematic coordination among organizational actors.

This paper is distinctive in examining the coordination structure among response organizations embedded in a centralized and monocentric governance system and, more importantly, how the structural characteristics can differ from that evidenced in a more decentralized and polycentric system.

This paper aims to develop a crisis readiness framework for road traffic crisis response for law enforcement agencies in the United Arab Emirates (UAE).

A Delphi method was used that combined questionnaire-based survey and the analytical hierarchy process to collect quantitative and qualitative data from an expert panel of crisis readiness professionals on how they prioritise and weigh the different strategic criteria, sub-criteria and performance indicators in the context of law enforcement agencies’ traffic response.

The findings of this paper resulted in the identification, ranking and validation of ten key dimensions of crisis readiness clustered into three distinct sets of priority rankings: response planning, resources, training and coordination; information management and communication and risk and hazard assessment; and early warning, legal and institutional frameworks, recovery initiation and property protection. The results additionally established the relative priority of sub-criteria for each criterion and validated a broad set of key performance indicators (KPIs) for the top six ranked criteria.

The findings are based on a single case study focused on a specific area of operation within crisis response and one group of organisations of the UAE police sector. This potentially places a constraint on the wider generalisation of the findings to different operational areas and agencies, as they may have different priorities or organisational conditions that have implications for the framework application and the relative importance of certain criteria and sub-criteria.

This paper provides strategic guidance in the form of a prioritised list of criteria, sub-criteria and KPIs that can direct efforts to optimise different dimensions of crisis readiness at a strategic and operational level.

This paper makes an original contribution in identifying the key criteria and performance indicators of crisis readiness for road traffic situations. The findings contribute a comprehensive strategic readiness framework that supports planning and decision-making for the development of organisational capacities that can enhance response times of police to road traffic crises. This framework ranks dimensions of crisis readiness and key sub-criteria in order of priority and validates the key components of crisis readiness that can support practitioners to structure, standardise and benchmark key processes and elements of crisis response.

The purpose of this paper is to introduce a novel approach to studying disaster management operations: the emergence of coordination-clusters in long-term rehabilitation projects and innovation dynamics in coordination-clusters.

The problem addressed is examining the coordination dynamics in long-term rehabilitation operations. A mixed methods research approach was adopted where a combination of qualitative and quantitative techniques was used for data collection and analysis to study the phenomenon of the coordination evolution in long-term rehabilitation projects.

The results indicate resilience in the behavior of involved actors from different organizations as they re-organize into coordination-clusters and collectively work to overcome the unfolding challenges of long-term rehabilitation projects in areas affected by major disaster.

The results provide some answers to the question of how to map and analyze the phenomenon of coordination-clusters and their consequent coordination dynamics, and thereby steps to redesign the approach to execute long-term rehabilitation projects in places affected by major disasters.

The combination of Actor-network theory and critical incident technique with social network analysis and community detection provides an integrated network-based view of coordination dynamics in long-term recovery operations. Such perspective would broaden the empirical basis for the planning and management of complex disaster management operations.

The results of the research offer a new approach to study coordination dynamics in disaster management operations. The proposed method provides a tool to examine the evolution of processes involved with the recovery phase of a disaster management cycle.

Coordination between military and civilian agencies has previously been found to be a significant issue that affects the efficiency of multi‐agency system responses to large‐scale emergencies. The purpose of this article is to present the findings derived from a case study focussing on the problems that abound when the military attempts to work with civilian organisations.

An integrated framework of human factors methods was used to analyse a Military Aid to the Civilian Authorities training exercise, involving the army and seven other responding agencies.

A range of factors that hinder coordination between agencies during multi‐agency emergency responses were identified. Potential solutions for removing these barriers and augmenting coordination levels are proposed.

This research suggests that much further work is required in training and designing multi‐agency response systems and procedures in order to optimise coordination between responding agencies.

This article presents the first attempt to apply structured, theoretically underpinned human factors methods, to understand the problems that abound when the military works with civilian agencies during large‐scale emergency responses.

The purpose of this paper is to review the nature of Japanese non-governmental organisations (NGOs) in international disaster response and analyzes their distinctive characteristics.

A literature review was conducted of secondary English and Japanese sources including peer-reviewed journals, books, and non-academic journals published by government and NGOs.

First, Japanese disaster response NGOs are relatively young compared to Western ones and they continue to increase in number. Second, the scale of disaster response NGOs is much larger than that of other NGOs in the development field not only because of the availability of government funds but also because of the presence of internationally affiliated NGOs and religious-based organisations with strong fundraising programs. Third, Japanese disaster response NGOs have a long-term engagement with the local community, not only during the emergency phase, but also during the recovery and development phases in various fields. Finally, coordination NGOs play an important role in networking, advocating and supplementing NGOs that often lack financial and human resources.

The limitation of this study is the definition of Japanese NGOs in the context of international disaster response; therefore, this paper adopts MOFA’s definition, which includes NGOs engaged in overseas activities through direct intervention.

There has been little research in English on the scale and nature of Japanese NGOs involved in disaster response activities.

The purpose of this paper is to present the development of a multi‐agent system (MAS) used to simulate a crisis response organization.

Following an agent‐based approach, the model is developed using the GAIA methodology and implemented in the Java Agent Development framework.

The GAIA methodology can be combined with an additional GAIA2JADE process to bridge the gap between design and implementation. Keeping the MAS organization separate from the crisis scenario model enables testing different configurations of the crisis response organization in different scenarios.

The simulation model is provided as proof of concept along with preliminary experiments. Additional detailed experiments and validation are ongoing.

The model can be configured differently to deal with an emergency scenario developed separately, providing a test bed for simulating coordination in crisis response. Such simulation forms the basis for exploring different coordination mechanisms and can also be adapted and extended for training and decision support.

The characteristics of the response organization and the study of structured vs emergent coordination fit with the capabilities and nature of a MAS. The structure and process are useful for modelling similar ad hoc, multidisciplinary organizations.

Uneven distribution and mistarget beneficiaries are among problems encountered during post-disaster relief operations in 2010 Mount Merapi eruption. The purpose of this paper is to develop an empirically founded agent-based simulation model addressing the evacuation dynamics and to explore coordination mechanism and other promising strategies during last-mile relief delivery.

An agent-based model which was specified and parameterized by empirical research (interviews and survey) was developed to understand the mechanism of individual decision making underlying the evacuation dynamics. A set of model testing was conducted to evaluate confidence level of the model in representing the evacuation dynamics during post-disaster of 2010 Mount Merapi eruption. Three scenarios of last-mile relief delivery at both strategic and operational levels were examined to evaluate quantitatively the effectiveness of the coordination mechanism and to explore other promising strategies.

Results indicate that the empirically founded agent-based modeling was able to reproduce the general pattern of observable Internal Displaced Persons based on government records, both at micro and macro levels, with a statistically non-significant difference. Low hazard perception and leader-following behavior which refuses to evacuate are the two factors responsible for late evacuation. Unsurprisingly, coordination through information sharing results in better performance than without coordination. To deal with both uneven distribution and long-term demand fulfillment, coordination among volunteers during aid distribution (at downstream operation) is not sufficient. The downstream coordination should also be accompanied with coordination between aid centers at the upstream operation. Furthermore, the coordination which is combined with other operational strategies, such as clustering strategy, using small-sized trucks and pre-positioning strategy, seems to be promising. It appears that the combined strategy of coordination and clustering strategy performs best among other combined strategies.

The significant role of early evacuation and self-evacuation behavior toward efficient evacuation indicates that human factor (i.e. hazard perception and cultural factor) should be considered in designing evacuation plan. Early warning system through both technology and community empowerment is necessary to support early evacuation. The early warning system should also be accompanied with at least 69 percent of the population performing self-evacuation behavior for the effective evacuation. As information sharing through coordination is necessary to avoid redundant efforts, uneven distribution and eventually to reduce unmet demand, the government can act as a coordinating actor to authorize the operation and mobilize the resources. The combination of coordination and another strategy reducing lead time such as clustering analysis, thus increasing responsiveness, is seemly strategy for efficient and effective last-mile relief distribution.

Literature on coordination is dominated by qualitative approach, which is difficult to evaluate its effectiveness quantitatively. Providing realistic setting of the evacuation dynamics in the course of the 2010 Mount Merapi eruption, the empirically founded agent-based model can be used to understand the factors influencing the evacuation dynamics and subsequently to quantitatively examine coordination mechanisms and other potential strategies toward efficient and effective last-mile relief distribution.

Humanitarian services usually perform in the face of uncertainty in which mobilization of resources in an efficient and effective manner is a big challenge. Sharing timely and correct information among logistics partners and workers is a key to drive rapid response logistics effectively. The purpose of this paper is to understand how coordinated effort effects resources management (RM).

This study uses quantitative research methodology and collected data from 82 humanitarian workers dealing with logistical activities from a densely populated city of Pakistan. Data were then statistically analyzed through partial least squares–structural equation modeling.

The results suggest that the success of humanitarian supply network depends upon the level of trust among the partners, which accelerates commitment through strong coordination. Information sharing reduces behavioral uncertainty and enhances swift trust (ST). ST then helps to improve coordination and commitment from all stakeholders in order to manage resources to lead effective relief operations.

The study guides the practitioners and relief operations’ policy makers to lay emphasis on distributing right and timely information flow among the partners, which can lead to effective, efficient and swift humanitarian relief operations.

This study on RM during humanitarian logistics is well timed in the context of developing country with high uncertain events, improper infrastructure and very limited resources.