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The purpose of this paper is to analyse the effects of implementing a standardised innovation management system (SIMS) in accordance with the Spanish UNE 166.000 standard on technological and administrative innovations and company performance.

Structural equation modelling was used to test the research hypotheses with a sample of 200 manufacturing companies.

The results obtained show that implementing the SIMS promotes all types of innovations and their results. In addition, a positive relationship is found between administrative and technological innovation.

The results of this paper show the importance of innovation management systems for the effective development of innovation processes. Despite the limitations that may arise from differences between the measurements and actual implementation, the application of a system of standard-based innovation management encourages the development of different types of innovation.

The research validates the use of standardisation for the development of innovation as a useful tool for the management of innovation in the company. The UNE 166.000 standard provides a guide for those companies that intend to develop more effectively administrative and technological innovations.

This is the first known paper testing the implications of UNE 166.000 SIMS on both organisational innovation and performance in a sample of companies.

The aim of this paper is to examine the effects of the disconfirmation of expectations of crowding and mall accessibility, on stress and two marketing outcomes, satisfaction and promoter scoring.

Data were obtained through two face-to-face surveys from mall shoppers that answered them at two different moments of their shopping experience, before entering the mall and before leaving it. Results are obtained from 230 customers that answered the two questionnaires.

The findings suggest that stress indirectly influences customer promoter scoring through satisfaction, while disconfirmation of expectations influences it directly and indirectly.

These results also suggest that stress and disconfirmation of expectations about crowding and accessibility are important in determining promoter scoring. To reduce stress and increase satisfaction and promoter scoring, managers should focus on exceeding customers' expectations about mall accessibility and on ensuring that customers experience a lower level of crowding than they expected.

The article examines Net Promoter Scoring, an outcome that has attracted managers' attention but little is known about its antecedents. The paper provides evidence of the effect of disconfirmation of expectations and negative emotions on promoter scoring.

The increasing risk of natural disasters is challenging humanitarian actors to create resilient disaster management systems. However, the role of the private sector in disaster management operations (DMOs) is not as prominent as the role played by (inter)governmental agencies. This article aims to investigate the relationship of collaboration and resilience in disaster management supply networks (DMSNs).

Supply network resilience criteria were defined as robustness, flexibility, velocity and visibility based on the literature review. DMSN capabilities were identified characterising each resilience criterion through the development of the Collaboration–Resilience (COLRES) Analysis Framework for DMSNs. This theoretical model was then applied to an empirical case study in the Philippines using semi-structured interviews for data gathering.

A total of 46 cross-sector collaboration activities were identified across four disaster management phases and linked to the resilience criteria. A causal analysis of each collaboration activity and its outcome was conducted to identify relationships between collaboration types and resilience constructs. Based on these results, patterns were identified, and dependencies between collaboration and resilience were defined. Collective DMSN resilience (DMSNRES) enabled by existing cross-sector collaboration activities was evaluated against a future disaster scenario to identify resilience gaps. These gaps were used to recognise new cross-sector collaboration opportunities, thereby illustrating the continuous process of resilience building.

This research provides new insights on how private sector is involved within a DMOs through collaboration with the government and other NGOs. It augments existing literature on private sector involvement in DMOs where common perception is that the sector is only involved in short-term response and recovery activities. This study finds that the private sector can be operationally involved not just in post-disaster activities, but also in mitigation and preparation phases as well. This then sets a new baseline for further research on private sector involvement within DMOs. As this study provided a novel framework to analyse collaboration activities and its impact to DMSN resilience, future work could be done by applying the model to further cases such as other countries'. DMSNs, or to more specific contexts such as inter-organisational collaborations rather than big sectors. A more detailed assessment method against a future disaster will prove relevance for the model in providing practical insights on how resilience can be built in DMSNs.

This research proposed a novel DMSN collaboration-resilience (COLRES) model (Figure 11) to analyse existing processes in preparation for specific disasters. Practitioners may be able to use this model with the goal of identifying resilience gaps to fill and continuously improve their processes. The model also provides practitioners the lens to improve processes with the perspective on collaboration to complement government and NGO efforts and expertise with those of the private sector. For the private sector perspective, this research provides new insights on how they can be more involved with the community to provide more sustainable and long-term contributions to the society.

With disasters becoming more complex and frequent by the day and as humanitarian actors focus on improving their expertise, the need for every piece of the society to contribute to disaster risk reduction is continuously intensified. This research shows that each sector of the society can take part in disaster management operations to reduce unpredictability, lives impacted and increase speed of response and recovery. Each sector of the society can be of great contribution not only during post-disaster response and recovery but also during pre-disaster mitigation and preparedness phase. As such, this research echoes the call for everyone to be involved in disaster risk reduction and mitigation as a way of life.

This research ultimately finds that cross-sector collaboration builds resilience in DMSNs through capacity building, redundancy sourcing, information reliability and logistics responsiveness. This study shows that the private sector is able to go beyond existing short-term partnerships by participating in the 46 collaboration activities identified across four disaster management phases in order to build resilience in DMSNs.

This paper aims to explore the conceptual, tactical and institutional tensions between short-term and long-term engagement of humanitarian actors in the built environment, as framed through disaster resilience and transformative adaptation, respectively. The paper seeks to synthesize a more resolute understanding of the limits and challenges associated with each concept in the advancement of analytical and practical clarity.

This commentary paper is based, in part, on a literature review in disaster resilience, humanitarian design and planning and climate change adaptation scholarship.

This commentary paper highlights some of the critical weaknesses associated with a disaster resilience framing of humanitarian design and planning in the built environment.

The value of this viewpoint paper is to challenge the short-term, single equilibrium applications of disaster resilience in favor of longer-term perspectives associated with transformative adaptation. The intent is not to highlight a conceptual inferiority but to position these concepts as point and counter-point with the potential for complimentary and conflicting applications.

The purpose of this paper is to provide empirical grounding on the management of inter-organizational roles in the delivery of mental health and psychosocial services (MHPSS) through the experiences of three disaster-stricken localities. It describes challenges in the provision of MHPSS, and offered implications to post-disaster management practices in a developing country context.

In total, 28 individual interviews and four focus group discussions were conducted among key informants in the three localities that experienced destructive typhoons. Thematic analysis, following the procedures of Braun and Clarke (2006), was used to examine patterns in the data.

The results surfaced disparate perspectives in the role and scope of MHPSS, lack of clarity in inter-organizational roles and service standards as well as contextual challenges in post-disaster MHPSS delivery. Specific issues pertaining to the absence of inter-organizational role clarity in MHPSS post-disaster response include varying perspectives on the role of local government employees as survivors and MHPSS providers; local government as facilitator of MHPSS efforts; the Department of Health as the lead agency for MHPSS; and standards on who can deliver MHPSS and train MHPSS responders.

The study is based on community accounts of MHPSS delivery during disasters. Future studies may focus on capturing longitudinal data that can further refine and enable the institutionalization of effective and sustainable MHPSS response.

The results suggest the importance of improving systems and structures for MHPSS response to enable effective multi-organization support in disaster scenarios. Findings also highlight the need to have guidelines anchored on international standards of MHPSS delivery that will be used by the designated agency leading and advocating MHPSS efforts. This lead agency may be tasked to operationally define MHPSS in a disaster context, develop guideposts and standards in MHPSS delivery as well as clarify roles and accountabilities of different organizations.

Existing literature often relied on the analysis of secondary evidence such as expert-driven state or national guidelines. This study provided rich empirical data from key organizational actors involved in MHPSS provision in disaster-stricken communities.

The purpose of this paper is to analyze the decision-making process and provide a decision support framework for deployment of an on-site analytical capacity (a fieldable laboratory (FL)) to contain an expanding outbreak and protect public health.

The FL mission cycle consists of five successive interlinked phases with a set of operational functions (OFs) performed during the mission. The list of phases, OFs and their contents were iteratively developed during and after FL missions and validated with operational partners.

The well-defined structure of the FL domain appears as the best functional basis for tracking the decision-making process across the whole mission cycle. Description of all the FL elements and information flows addresses the major issue of interoperability of resources used by similar international capacities (inter-)acting as operational partners in global response to the crisis.

The work presents the first attempt in this field to systematically describe and chronologically organize the decisions taken by a FL manager and staff during all phases of the FL mission cycle. Definition of OFs with all the related information flows allows for comparison of procedures, their better planning and refining, validation of protocols, mutual training and operational improvement between FLs from different geographical, organizational and cultural origins.