Journal
TECHNOLOGICAL FORECASTING AND SOCIAL CHANGE
Volume 121, Issue -, Pages 89-98Publisher
ELSEVIER SCIENCE INC
DOI: 10.1016/j.techfore.2016.09.018
Keywords
Change management; Social capital; Disaster resilience; Volunteering; Disaster recovery
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The paper proposes that a reason why long-term disaster initiatives fail is the adoption of a linear, complicated problem based approach rather than seeing recovery as a complex system. The argument is that initial post disaster responses are complicated with a subsequent transition to a complex problem. Transition is proffered as a missing link between short-term responses (rescue and relief) and long-term disaster recovery. Case data from Japan and Christchurch suggests that three system elements influencing potential transition are: the actors and their purpose; new forms of social capital and a move to greater co-production with community. Influencing these effectively will support enhanced traction to achieve the move to long-term recovery. Crown Copyright (C) 2016 Published by Elsevier Inc. All rights reserved.
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