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Improving the Crisis to Crisis Learning Process

Improving the Crisis to Crisis Learning Process

Eliot Rich, Josune Hernantes, Ana Laugé, Leire Labaka, Jose M. Sarriegi, Jose J. Gonzalez
Copyright: © 2014 |Volume: 6 |Issue: 3 |Pages: 15
ISSN: 1937-9390|EISSN: 1937-9420|EISBN13: 9781466654938|DOI: 10.4018/ijiscram.2014070103
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MLA

Rich, Eliot, et al. "Improving the Crisis to Crisis Learning Process." IJISCRAM vol.6, no.3 2014: pp.38-52. http://doi.org/10.4018/ijiscram.2014070103

APA

Rich, E., Hernantes, J., Laugé, A., Labaka, L., Sarriegi, J. M., & Gonzalez, J. J. (2014). Improving the Crisis to Crisis Learning Process. International Journal of Information Systems for Crisis Response and Management (IJISCRAM), 6(3), 38-52. http://doi.org/10.4018/ijiscram.2014070103

Chicago

Rich, Eliot, et al. "Improving the Crisis to Crisis Learning Process," International Journal of Information Systems for Crisis Response and Management (IJISCRAM) 6, no.3: 38-52. http://doi.org/10.4018/ijiscram.2014070103

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Abstract

While crises may appear to be event-driven, post-mortem accounts often identify factors that accumulate over time and increase the likelihood of failure. These factors are particularly difficult to anticipate when multiple organizations are involved in crisis preparation and event detection. Through the development of a systems-based model of crisis management, it was learned that knowledge sharing can be accelerated or inhibited by the development of trust among organizations through the management of events. Is it possible to operationalize this finding? This hypothesis is one of the findings of the SEMPOC project, which examined crisis preparation and mitigation in the hypothetical context of an extended failure in the EU power infrastructure. The knowledge-sharing hypothesis is being tested in the ELITE project, a second activity funded by the EU to develop a multi-national Community of Practice in disaster management.

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