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  • 1.
    Johansson, Roine
    et al.
    Mid Sweden University, Sweden.
    Danielsson, Erna
    Mid Sweden University, Sweden.
    Kvarnlöf, Linda
    Mid Sweden University, Sweden.
    Eriksson, Kerstin
    RISE - Research Institutes of Sweden, Safety and Transport, Safety.
    Karlsson, Robin
    Mid Sweden University, Sweden.
    At the external boundary of a disaster response operation: The dynamics of volunteer inclusion2018In: Journal of Contingencies and Crisis Management, ISSN 0966-0879, E-ISSN 1468-5973, Vol. 26, no 4, p. 519-529Article in journal (Refereed)
    Abstract [en]

    In the present article, practices of inclusion of different types of volunteers in the response to a large-scale forest fire in Sweden are studied. Semi-structured interviews were conducted with three types of voluntary actors. The volunteers were organized to different degrees, from members of organizations and participants in emergent groups to organizationally unaffiliated individuals. Organized volunteers were the most easily included, particularly if they were members of voluntary emergency organizations. It was difficult for volunteers lacking relevant organizational affiliation to be included. Disaster response operations are dynamic, conditions change over time, and tensions between different modes, degrees, and levels of inclusion may arise. However, irrespective of changing conditions, practices of inclusion of highly organized volunteers work best. © 2018 The Authors Journal of Contingencies and Crisis Management Published by John Wiley & Sons Ltd

  • 2.
    Pramanik, Roshni
    et al.
    Lund University, Sweden.
    Ekman, O.
    Lund University, Sweden.
    Hassel, H.
    Lund University, Sweden.
    Tehler, H.
    Lund University, Sweden.
    Organizational Adaptation in Multi-Stakeholder Crisis Response: An Experimental Study2015In: Journal of Contingencies and Crisis Management, ISSN 0966-0879, E-ISSN 1468-5973, Vol. 23, no 4, p. 234-245Article in journal (Refereed)
    Abstract [en]

    Modern day crises demand organizations to collaborate and adapt to new roles, functions and structures. In such situations, lack of collaborative behaviour and openness between organizations can result in reduced adaptive ability. Therefore, it is important to facilitate collaboration between organizations. We have studied the extent to which crisis managers are prepared to work with personnel and resources from organizations other than their own when responding to crises. An experiment was designed with four different organizations in Sweden, which involved decision making concerning whether the participants systematically favoured their own organization over others. Findings indicate that increasing familiarity and expectation of future cooperation with other organizations increased the likelihood that decision makers would be prepared to work with other organizations in joint crisis management.

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