Ludmylla da Silva Moreira, D. Mendes, Tharcisio Cotta Fontainha, A. Leiras
{"title":"Managerial models for disaster and humanitarian operations: enhancing empirical validation through case studies of disaster responses in Haiti","authors":"Ludmylla da Silva Moreira, D. Mendes, Tharcisio Cotta Fontainha, A. Leiras","doi":"10.1108/jhlscm-02-2021-0015","DOIUrl":null,"url":null,"abstract":"PurposeThe research areas of humanitarian supply chain (HSC) and disaster and humanitarian operations (DHO) have evolved through the use of managerial models. Recent studies, however, point to the need for the empirical validation of such managerial models in real-life scenarios. Therefore, the present study aims to investigate the validation of recent managerial models based on empirical data of two disasters in Haiti: the earthquake in 2010 and Hurricane Matthew in 2016.Design/methodology/approachThis research developed two case studies from the perspective of the Brazilian Navy (BN), a part of the Brazilian Armed Forces that led the United Nations Mission for Stabilization in Haiti (MINUSTAH) in both disasters. The case studies focused on empirically validating managerial models for stakeholder identification, stakeholder satisfaction, response processes, strategies for collaboration and the integration of these models.FindingsThe results revealed that compared to the response to the earthquake in 2010, the response to Hurricane Matthew in 2016 was superior. The collaborative strategies of the BN and other stakeholders used after the earthquake were more reactive, while the strategies after Hurricane Matthew aimed more at planning and anticipating adverse situations.Originality/valueThis research reinforces the investigated managerial models and indicates their suitability as planning tools for practitioners of HSC and DHO, which is essential for the further development of academic contributions related to integrating the models into more robust solutions.","PeriodicalId":46575,"journal":{"name":"Journal of Humanitarian Logistics and Supply Chain Management","volume":null,"pages":null},"PeriodicalIF":3.2000,"publicationDate":"2022-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Humanitarian Logistics and Supply Chain Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/jhlscm-02-2021-0015","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 1
Abstract
PurposeThe research areas of humanitarian supply chain (HSC) and disaster and humanitarian operations (DHO) have evolved through the use of managerial models. Recent studies, however, point to the need for the empirical validation of such managerial models in real-life scenarios. Therefore, the present study aims to investigate the validation of recent managerial models based on empirical data of two disasters in Haiti: the earthquake in 2010 and Hurricane Matthew in 2016.Design/methodology/approachThis research developed two case studies from the perspective of the Brazilian Navy (BN), a part of the Brazilian Armed Forces that led the United Nations Mission for Stabilization in Haiti (MINUSTAH) in both disasters. The case studies focused on empirically validating managerial models for stakeholder identification, stakeholder satisfaction, response processes, strategies for collaboration and the integration of these models.FindingsThe results revealed that compared to the response to the earthquake in 2010, the response to Hurricane Matthew in 2016 was superior. The collaborative strategies of the BN and other stakeholders used after the earthquake were more reactive, while the strategies after Hurricane Matthew aimed more at planning and anticipating adverse situations.Originality/valueThis research reinforces the investigated managerial models and indicates their suitability as planning tools for practitioners of HSC and DHO, which is essential for the further development of academic contributions related to integrating the models into more robust solutions.
期刊介绍:
The Journal of Humanitarian Logistics and Supply Chain Management (JHLSCM) is targeted at academics and practitioners in humanitarian public and private sector organizations working on all aspects of humanitarian logistics and supply chain management. The journal promotes the exchange of knowledge, experience and new ideas between researchers and practitioners and encourages a multi-disciplinary and cross-functional approach to the resolution of problems and exploitations of opportunities within humanitarian supply chains. Contributions are encouraged from diverse disciplines (logistics, operations management, process engineering, health care, geography, management science, information technology, ethics, corporate social responsibility, disaster management, development aid, public policy) but need to have a logistics and/or supply chain focus. JHLSCM publishes state of the art research, utilizing both quantitative and qualitative approaches, in the field of humanitarian and development aid logistics and supply chain management.