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Richard Oloruntoba - One of the best experts on this subject based on the ideXlab platform.
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A commentary on agility in Humanitarian Aid supply chains
Supply Chain Management: An International Journal, 2015Co-Authors: Richard Oloruntoba, Gyöngyi KovácsAbstract:Purpose – This paper aims to provide a commentary and an overview of developments in the field of Humanitarianism that could impact theoretical understanding of agility in Humanitarian Aid supply chains over the past decade. Design/methodology/approach – Authors review papers published on agility in Humanitarian Aid supply chains from 2006 to 2015 in the four leading Emerald-published logistics and supply chain management journals. These are: Supply Chain Management: An International Journal (SCMIJ); International Journal of Physical Distribution and Logistics Management (IJPDLM); International Journal of Operations and Production Management (IJOPM); and Journal of Humanitarian Logistics and Supply Chain Management (JHLSCM). This paper presents an overview and update of developments that have the potential to influence current thinking and understanding about agility in Humanitarian Aid supply chains, and Humanitarian Aid supply chains in general. Findings – Humanitarianism and the environment of Humanita...
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Humanitarian Aid: an agile supply chain?
Supply Chain Management: An International Journal, 2006Co-Authors: Richard Oloruntoba, Richard GrayAbstract:Purpose ? The purpose of this article is to investigate the nature of the Humanitarian Aid supply chain and discuss the extent to which certain business supply chain concepts, particularly supply chain agility, are relevant to Humanitarian Aid. Design/methodology/approach ? The paper identifies elements of good practice in conventional business supply chains and applies them to the Humanitarian Aid supply chain, making use of published practice-based literature and web sites associated with Humanitarian Aid. Particular emphasis is placed on the concept of ?agility? in supply chain management. A model of an agile supply chain for Humanitarian Aid is developed. Findings ? Humanitarian supply chains have similarities with business supply chains, but there are significant differences. Many Humanitarian supply chains have a short and unstable existence with an inadequate link between emergency Aid and longer-term developmental Aid. Unlike many business supply chains, typical emergency Aid appeals assign inventory to a particular destination at the supply chain source. Practical implications ? This research note is a starting-point for empirical studies to test the agile Humanitarian supply chain model. Originality/value ? This paper seeks to integrate Humanitarian Aid practice with concepts in the academic supply chain literature. In particular, proposes that Humanitarian donors need convincing of the value of supply chain processes. [ABSTRACT FROM AUTHOR]
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Humanitarian Aid: an agile supply chain?
Supply Chain Management: An International Journal, 2006Co-Authors: Richard Oloruntoba, Richard GrayAbstract:Purpose – The purpose of this article is to investigate the nature of the Humanitarian Aid supply chain and discuss the extent to which certain business supply chain concepts, particularly supply chain agility, are relevant to Humanitarian Aid.Design/methodology/approach – The paper identifies elements of good practice in conventional business supply chains and applies them to the Humanitarian Aid supply chain, making use of published practice‐based literature and web sites associated with Humanitarian Aid. Particular emphasis is placed on the concept of “agility” in supply chain management. A model of an agile supply chain for Humanitarian Aid is developed.Findings – Humanitarian supply chains have similarities with business supply chains, but there are significant differences. Many Humanitarian supply chains have a short and unstable existence with an inadequate link between emergency Aid and longer‐term developmental Aid. Unlike many business supply chains, typical emergency Aid appeals assign inventor...
Richard Gray - One of the best experts on this subject based on the ideXlab platform.
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Humanitarian Aid: an agile supply chain?
Supply Chain Management: An International Journal, 2006Co-Authors: Richard Oloruntoba, Richard GrayAbstract:Purpose ? The purpose of this article is to investigate the nature of the Humanitarian Aid supply chain and discuss the extent to which certain business supply chain concepts, particularly supply chain agility, are relevant to Humanitarian Aid. Design/methodology/approach ? The paper identifies elements of good practice in conventional business supply chains and applies them to the Humanitarian Aid supply chain, making use of published practice-based literature and web sites associated with Humanitarian Aid. Particular emphasis is placed on the concept of ?agility? in supply chain management. A model of an agile supply chain for Humanitarian Aid is developed. Findings ? Humanitarian supply chains have similarities with business supply chains, but there are significant differences. Many Humanitarian supply chains have a short and unstable existence with an inadequate link between emergency Aid and longer-term developmental Aid. Unlike many business supply chains, typical emergency Aid appeals assign inventory to a particular destination at the supply chain source. Practical implications ? This research note is a starting-point for empirical studies to test the agile Humanitarian supply chain model. Originality/value ? This paper seeks to integrate Humanitarian Aid practice with concepts in the academic supply chain literature. In particular, proposes that Humanitarian donors need convincing of the value of supply chain processes. [ABSTRACT FROM AUTHOR]
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Humanitarian Aid: an agile supply chain?
Supply Chain Management: An International Journal, 2006Co-Authors: Richard Oloruntoba, Richard GrayAbstract:Purpose – The purpose of this article is to investigate the nature of the Humanitarian Aid supply chain and discuss the extent to which certain business supply chain concepts, particularly supply chain agility, are relevant to Humanitarian Aid.Design/methodology/approach – The paper identifies elements of good practice in conventional business supply chains and applies them to the Humanitarian Aid supply chain, making use of published practice‐based literature and web sites associated with Humanitarian Aid. Particular emphasis is placed on the concept of “agility” in supply chain management. A model of an agile supply chain for Humanitarian Aid is developed.Findings – Humanitarian supply chains have similarities with business supply chains, but there are significant differences. Many Humanitarian supply chains have a short and unstable existence with an inadequate link between emergency Aid and longer‐term developmental Aid. Unlike many business supply chains, typical emergency Aid appeals assign inventor...
Arezoo Dehghani - One of the best experts on this subject based on the ideXlab platform.
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Challenges and barriers of Humanitarian Aid management in 2017 Kermanshah earthquake: a qualitative study.
BMC public health, 2020Co-Authors: Hamid Safarpour, Saeideh Fooladlou, Meysam Safi-keykaleh, Somayyeh Mousavipour, Davoud Pirani, Ali Sahebi, Hassan Ghodsi, Iman Farahi-ashtiani, Arezoo DehghaniAbstract:Examining various problems after disasters is important for the affected people. Managing Humanitarian Aid and donations among the affected people is considered as one of the most important problems after disasters. Therefore, the present study aimed to evaluate the challenges and barriers of Humanitarian Aid management in 2017 Kermanshah Earthquake. This study was conducted from November 2017 to January 2018, with qualitative case study design. The population included 21 people including 6 Humanitarian Aid manager, 6 volunteers, 4 Aid workers, and 5 affected people. The data were collected through semi-structured interviews and purposeful sampling, which continued until saturating the data. The strategies recommended by Guba were used for evaluating the trustworthiness of the data. The data was analyzed with conventional content analysis method according to method suggested by Graneheim and Lundman. Based on the results, two themes, nine categories, and 19 sub-categories were identified considering the challenges and barriers of Humanitarian Aid and donors’ management during the 2017 Kermanshah Earthquake. The categories included education, command and coordination, communication and information, rules, security, traffic and overcrowding, assessment, providing system, and cultural setting. Also, two themes including managerial and structural barriers were extracted. Adopting an effective management and appropriate policies with respect to Humanitarian Aid and modifying structural and managerial barriers can improve the performance and management of Humanitarian Aid.
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Challenges and barriers of Humanitarian Aid Management in 2017 Kermanshah Earthquake: A Qualitative Study
2020Co-Authors: Hamid Safarpour, Saeideh Fooladlou, Meysam Safi-keykaleh, Somayyeh Mousavipour, Davoud Pirani, Ali Sahebi, Hassan Ghodsi, Iman Farahi-ashtiani, Arezoo DehghaniAbstract:Abstract Background: Examining various problems after disasters is important for the affected people. Managing Humanitarian Aid and donations among the affected people is considered as one of the most important problems after disasters. Therefore, the present study aimed to evaluate the challenges and barriers of Humanitarian Aid management in 2017 Kermanshah Earthquake. Methods: This study was conducted from November 2017 to January 2018, with qualitative case study design. The population included 21 people including 6 Humanitarian Aid manager, 6 volunteers, 4 Aid workers, and 5 affected people. The data were collected through semi-structured interviews and purposeful sampling, which continued until saturating the data. The strategies recommended by Guba were used for evaluating the trustworthiness of the data. The data was analyzed with conventional content analysis method according to method suggested by Graneheim and Lundman. Results: Based on the results, two themes, nine categories, and 19 sub-categories were identified considering the challenges and barriers of Humanitarian Aid and donors’ management during the 2017 Kermanshah Earthquake. The categories included education, command and coordination, communication and information, rules, security, traffic and overcrowding, assessment, providing system, and cultural setting. Also, two themes including managerial and structural barriers were extracted. Conclusion: Adopting an effective management and appropriate policies with respect to Humanitarian Aid and modifying structural and managerial barriers can improve the performance and management of Humanitarian Aid.
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Challenges and barriers of Humanitarian Aid Management in 2017 Kermanshah Earthquake: A Qualitative Content Analysis
2020Co-Authors: Hamid Safarpour, Saeideh Fooladlou, Meysam Safi-keykaleh, Somayyeh Mousavipour, Davoud Pirani, Ali Sahebi, Hassan Ghodsi, Iman Farahi Ashtiani, Arezoo DehghaniAbstract:Abstract Background Examining various problems after disasters is important for the affected people. Managing Humanitarian Aid and donations among the affected people is considered as one of the most important problems after disasters. Therefore, the present study aimed to evaluate the challenges and barriers of Humanitarian Aid management in 2017 Kermanshah Earthquake. Methods In the present study conducted from November 2017 to January 2018, conventional qualitative content analysis method was used. The population included 21 people including 6 Humanitarian Aid manager, 6 volunteers, 4 Aid workers, and 5 affected people. The data were collected through semi-structured interviews and purposeful sampling, which continued until saturating the data. The strategies recommended by Guba were used for evaluating the trustworthiness of the data. The data was analyzed according to method suggested by Graneheim and Lundman. Results Based on the results, two themes, nine categories, and 19 sub-categories were identified considering the challenges and barriers of Humanitarian Aid and donors’ management during the 2017 Kermanshah Earthquake. The categories included education, command and coordination, communication and information, rules, security, traffic and overcrowding, assessment, providing system, and cultural setting. Also, two themes including managerial and structural barriers were extracted. Conclusion Adopting an effective management and appropriate policies with respect to Humanitarian Aid and modifying structural and managerial barriers can improve the performance and management of Humanitarian Aid.
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Challenges and barriers of Humanitarian Aid Management in 2017 Kermanshah Earthquake: A Qualitative Content Analysis
2019Co-Authors: Hamid Safarpour, Saeideh Fooladlou, Somayyeh Mousavipour, Davoud Pirani, Ali Sahebi, Hassan Ghodsi, Meysam Safi Keykaleh, Iman Farahi Ashtiani, Arezoo DehghaniAbstract:Abstract Background Examining various problems after disasters is important for affected people. One of the most important problems after disasters is the management of Humanitarian Aid and donations among the affected people. Therefore, the aim of this study was to explore Challenges and barriers of Humanitarian Aid management in 2017 Kermanshah Earthquake. Methods This study was conducted using conventional qualitative content analysis method. This study was carried out from November 2017 to January 2018. The data were collected through semi-structured interviews and purposeful sampling and continued until the saturation of the data. Data collection and analysis phases of research proceed simultaneously and with constant comparison. 21 people, including 6 Humanitarian Aid manager, 6 volunteers, 4 Aid workers, and 5 affected people participated in the study. Results The findings of this study identified two categories and 12 sub-categories concerning challenges and barriers of Humanitarian Aid and donors’ management during the 2017 Kermanshah Earthquake. During the analysis process two main categories included management and policy barriers, and structural and operational barriers were extracted. Conclusions Effective management and proper policies in relation to Humanitarian Aid and the modifying of structural and operational barriers can resulted in improve performance and effective Humanitarian Aid management.
Estelle Michinov - One of the best experts on this subject based on the ideXlab platform.
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relationships between stress social support and transactive memory among Humanitarian Aid workers
International Journal of Emergency Management, 2014Co-Authors: Célia Blanchet, Estelle MichinovAbstract:This study examines coordination processes (transactive memory) among Humanitarian Aid workers, and the relationships between stress, social support and transactive memory. Sixty Humanitarian Aid workers from non-governmental organisations completed a questionnaire. The measures included scales of transactive memory, perceived stress, compassion fatigue and social support. Data from partial least squares (PLS) showed that transactive memory is not structured identically among stable teams and Humanitarian Aid teams: transactive memory is essentially based on tacit coordination processes among Humanitarian Aid workers. The results showed that stress was negatively related to transactive memory and that social support was positively related to it. Moreover, social support was not a moderator of the relationship between stress and transactive memory. This study highlights the need to develop programmes to prepare Humanitarian Aid workers for the management of emergency situations and to protect them from stress.
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Relationships between stress, social support and transactive memory among Humanitarian Aid workers
International Journal of Emergency Management, 2014Co-Authors: Célia Blanchet, Estelle MichinovAbstract:This study aimed to examine coordination processes (transactive memory) among Humanitarian Aid workers, and the relationships between stress, social support and transactive memory. Sixty Humanitarian Aid workers from non-governmental organizations completed a questionnaire. The measures included scales of transactive memory, perceived stress, compassion fatigue and social support. Data from Partial Least Squares (PLS) showed that transactive memory is not structured identically among stable teams and Humanitarian Aid teams: transactive memory is essentially based on tacit coordination processes among Humanitarian Aid workers. The results showed that stress was negatively related to transactive memory and that social support was positively related to it. Moreover, social support was not a moderator of the relationship between stress and transactive memory. This study highlights the need to develop programs to prepare Humanitarian Aid workers for the management of emergency situations and to protect them from stress. Keywords: emergency, Humanitarian Aid workers, social support, stress, team coordination, transactive memory
Gyöngyi Kovács - One of the best experts on this subject based on the ideXlab platform.
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A commentary on agility in Humanitarian Aid supply chains
Supply Chain Management: An International Journal, 2015Co-Authors: Richard Oloruntoba, Gyöngyi KovácsAbstract:Purpose – This paper aims to provide a commentary and an overview of developments in the field of Humanitarianism that could impact theoretical understanding of agility in Humanitarian Aid supply chains over the past decade. Design/methodology/approach – Authors review papers published on agility in Humanitarian Aid supply chains from 2006 to 2015 in the four leading Emerald-published logistics and supply chain management journals. These are: Supply Chain Management: An International Journal (SCMIJ); International Journal of Physical Distribution and Logistics Management (IJPDLM); International Journal of Operations and Production Management (IJOPM); and Journal of Humanitarian Logistics and Supply Chain Management (JHLSCM). This paper presents an overview and update of developments that have the potential to influence current thinking and understanding about agility in Humanitarian Aid supply chains, and Humanitarian Aid supply chains in general. Findings – Humanitarianism and the environment of Humanita...