Suchergebnisse

Management experts agree that business environments around the world are likely to become more volatile, uncertain and complex in coming years. New Zealand organisations are no exception. Sudden market shifts, turmoil in international politics, rapid technological advances, and climate change all combine to create a turbulent and unpredictable business environment. This booklet gives findings from a major, three-year study of New Zealand organisations that have had to cope with major change. It presents a framework for the future that can help your organisation to adapt, survive, and thrive in turbulent environments.

PurposeThis study examines challenges to cross-sector collaboration in disasters. The authors use Malaysian flooding as the context for the study and offer a framework to understand different types of collaborators in disaster settings.Design/methodology/approachData were collected with semi-structured interviews, complemented with secondary data from government documents and news reports. The authors interviewed a total of 30 participants including six disaster aid recipients and 24 strategic and operational participants from 12 disaster management organizations. Thematic analysis was conducted including two cycles of coding, memoing and constant comparisons.FindingsThe authors present two key theoretical contributions: key barriers to cross-sector collaboration and a typology of collaboration in disasters. Key barriers include leadership approach and central vs local decision-making, differing levels of motivation to collaborate and the organizations' ability to collaborate in disasters. Despite these barriers, collaboration does occur in disaster settings. The authors suggest that the forms of collaboration may be driven primarily by differing motivations to collaborate and differing perceptions of others' ability to collaborate, resulting in four types of collaboration: (1) enthusiastic, (2) mandate-driven, (3) reluctant and (4) non-collaboration.Originality/valueThe authors show that although the command-and-control model was dominant, organizations also attempted to improve disaster management efficacy through collaborative approaches. Central institutional agencies and their wider external partners are capable of using cross-sector collaboration as a strategy to tackle the complex problems post-disaster. However, pre-disaster relationship building will likely help organizations to collaborate more effectively when a disaster occurs.