Case Studies in Disaster Response
Disaster and Emergency Management: Case Studies in Adaptation and Innovation series
- 1st Edition - February 13, 2024
- Imprint: Butterworth-Heinemann
- Editors: Shirley Feldmann-Jensen, Steven J. Jensen, Jean Slick
- Language: English
- Paperback ISBN:9 7 8 - 0 - 1 2 - 8 0 9 5 2 6 - 3
- eBook ISBN:9 7 8 - 0 - 1 2 - 8 0 9 5 3 7 - 9
Case Studies in Disaster Response, the latest release in the Disaster and Emergency Management: Case Studies in Adaptation and Innovation series, focuses on the key functions per… Read more
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Request a sales quoteCase Studies in Disaster Response, the latest release in the Disaster and Emergency Management: Case Studies in Adaptation and Innovation series, focuses on the key functions performed in the emergency response to a disaster, how these functions are coordinated, and typical challenges and issues that emerge. Cases address both hazard- and response-generated needs. Also explored are the needs generated by emergent threats (e.g., Ebola crisis), emergent technologies (e.g., social media), and emergent groups (e.g., social innovation teams) that set the stage for innovation and adaption.
- Presents in-depth cases studies in disaster response, one of the phases of disaster management
- Unites practice and research from multiple disciplines to highlight the complexity of disasters preparedness, including environmental and earth sciences, engineering, public health, geography, sociology, and anthropology, humanitarian aid, emergent threats, disaster response and resilience
- Examines policy and ethical dilemmas faced by decision-makers in disaster response situations
Researchers and practitioners in disaster and emergency management, secondary audience as supplemental text in graduate courses in disaster and emergency management
- Cover image
- Title page
- Table of Contents
- Disaster and Emergency Management: Case studies in adaptation and innovation
- Copyright
- Dedication
- Contributors
- About the series editors
- Acknowledgments
- Case studies in disaster and emergency management
- Series introduction
- Routine vs. adaptive expertise from a learning sciences perspective
- Routine expertise in disaster and emergency management practice
- Adaptive expertise: the need for innovation in disaster and emergency management practice
- Learning from case studies
- Response volume introduction
- Defining disaster response
- Theoretical and practice perspectives
- State of research for disaster response
- Human behavior in disaster contexts
- Multiorganizational response context
- Needs and demands in the response context
- Disaster and crisis response functions
- Response as a complex adaptive system
- Technology and disaster response
- Learning from disaster events
- State of the practice of disaster response
- Response systems and practices
- Response systems and structures
- Response plans
- Response system adaptation and change
- Section 1: Changes to response systems
- Section 2: Improvisation in response contexts
- Section 3: Technology in disaster response
- Section 1. Changes to response systems
- Chapter 1. The All-Hazards concept
- Case summary
- State of the practice overview
- Adaptation and innovation characteristics
- Case description
- Discussion
- Conclusion
- Appendix A: Timeline
- Chapter 2. For such a time as this: The code of ethics for emergency management professionals
- Case summary
- State of practice overview
- Adaptation and innovation characteristics
- Case description
- Discussion
- Conclusions
- Questions for further discussion
- Appendices for the code of ethics and professional standards of conduct for Emergency Management Professionals
- Chapter 3. Social routine as a theoretical framework for measuring community process from disaster impact to restabilization
- Case summary
- State of the practice overview
- Adaptation and innovation characteristics
- Case description
- Community #1: Moore, Oklahoma
- Event #1: Moore, OK EF5 Tornado
- Community #2: Stillwater, OK
- Event #2: Stillwater, OK wildfires
- Hazard and context comparison
- Assessment methodology
- Findings
- Discussion
- Conclusions
- Discussion questions
- Section 2. Improvisation in response contexts
- Chapter 4. Business continuity innovation and adaptation during Superstorm Sandy
- Case summary
- State of practice overview
- Adaptation and innovation characteristics
- Case description
- Discussion
- Conclusion
- Discussion questions
- Chapter 5. Disaster response of short-term emergent citizen volunteer groups: Hurricane Sandy
- Case summary
- State of the practice overview
- Adaptation and innovation characteristics
- Case description
- Discussion
- Conclusions
- Chapter 6. The first pandemic of the 21st century: The use of PODs in the 2009 public health response
- Case summary
- State of the practice overview
- Adaptation and innovation characteristics
- Case description
- Discussion
- Conclusion
- Discussion questions
- Chapter 7. Hotel resilience put to the test: Adaptations and improvisations in response to an earthquake by hotels in New Zealand
- Case summary
- State of the practice overview
- Adaptation and innovation characteristics
- Case description
- Discussion
- Conclusion
- Discussion questions
- Chapter 8. The organization of response to oil and gas spill events in the United States: Learning from the Deepwater Horizon oil spill
- Case summary
- State of the practice
- Adaptation and innovation characteristics
- Case description
- Discussion
- Conclusion
- Chapter 9. A case of flood response in Sri Lanka: Surviving floods through social capital and situational leadership
- Case summary
- State-of-the practice overview
- Adaptation and innovation characteristics
- Case description
- Discussion
- Conclusion
- Chapter 10. 2017 Charlottesville protest events: A case study in organizational trauma
- Case summary
- State of the practice overview
- Adaptation and innovation characteristics
- Case description
- Discussion
- Conclusions
- Discussion questions
- Section 3. Technology in disaster response
- Chapter 11. Beyond social media push strategies: Incorporating citizen-developed social media pull tactics to supplement disaster communication and response
- Case summary
- State of the practice overview—Social media communications
- Adaptation and innovation characteristics
- Case description
- Discussion
- Conclusion
- Chapter 12. Social media use by multiple stakeholders and rightsholders during the Fort McMurray wildfires
- Case summary
- State-of-the-practice overview
- Adaptation and innovation characteristics
- Case description
- Discussion
- Conclusions
- Chapter 13. On the growing importance of routine cybersecurity: The Oldsmar Water Plant “Hack”
- Case summary
- State-of-the practice overview
- Adaptation and innovation characteristics
- Case description
- Discussion
- Conclusion
- Response volume conclusion
- Index
- Edition: 1
- Published: February 13, 2024
- Imprint: Butterworth-Heinemann
- No. of pages: 324
- Language: English
- Paperback ISBN: 9780128095263
- eBook ISBN: 9780128095379
SF
Shirley Feldmann-Jensen
Shirley Feldmann-Jensen is the Program Coordinator and a lecturer for the Emergency Services Administration Master of Science Program at California State University, Long Beach. Her doctoral degree in Policy, Planning and Development was earned from the University of Southern California Sol Price School of Public Policy, her MPH from California State University, Long Beach, and her graduate certificate in Health Emergencies in Large Populations from Johns Hopkins Bloomberg School of Public Health. She has policy expertise at the intersection of emergency management and human outcomes, with a research focus on foundations that advance the professionalization of emergency management.
Affiliations and expertise
Program Coordinator & Lecturer for the Emergency Services Administration Master of Science Program at California State University, Long Beach, CA, USASJ
Steven J. Jensen
Steven Jensen is an expert in emergency services leadership and the emerging patterns of globalized disaster risk management and serves as a science advisor to the American Red Cross in disaster risk management. He has more than 30 years of field experience in a variety of international and U.S. disaster risk management settings. He holds a doctoral degree in Public Policy from the University of Southern California, an MS in Emergency Management from California State University, and a BS in International Studies from Whitworth University.Dr. Jensen earned his Doctoral degree in Public Policy from the University of Southern California. His MS in Emergency Management was received from California State University, and BS in International Studies from Whitworth University. Additionally, he serves as a science advisor to the American Red Cross in disaster risk management.
Affiliations and expertise
Emergency Services Leadership and Globalized Disaster Risk Management ExpertJS
Jean Slick
Jean Slick is a Professor Emerita and Director for Center for Disaster and Community Resilience at Royal Roads University in Victoria, Canada, where she was previously the Director of the Disaster Management program. Previously she held a range of leadership positions in the Canadian Red Cross, including Director of Disaster Management and International Services for Western Canada. In 2004, she was posted to Indonesia for two years as the country representative for the Canadian Red Cross tsunami recovery program.
Affiliations and expertise
Professor Emerita and Director for Center for Disaster and Community Resilience, Royal Roads University, Victoria, CanadaRead Case Studies in Disaster Response on ScienceDirect