Citation

Kruke BI, Olsen OE. Disasters 2012; 36(2): 212-232.

Affiliation

Postdoctoral Researcher, Department of Media, Culture and Social Sciences, Faculty of Social Sciences, University of Stavanger, Norway Professor, Department of Media, Culture and Social Sciences, Faculty of Social Sciences, University of Stavanger, Norway.

Copyright

(Copyright © 2012, John Wiley and Sons)

DOI

10.1111/j.1467-7717.2011.01255.x

PMID

21992233

Abstract

This paper examines how the creation of knowledge and the location of decision-making authority within relief organisations influence coordination. Information was collected from the headquarters of international non-governmental organisations in 2003, as well as from Darfur and Khartoum, Sudan, in 2005 and 2007, respectively. Relief organisations rely on quality information dissemination between the field and headquarters. Yet, reporting from the field often is overloaded with misplaced precision, making it difficult for managers at headquarters to grasp the key issues. A high turnover rate among international field officers and a lack of inclusion of local staff and partners prevent the development of accumulated knowledge. Furthermore, most relief organisations have a centralised decision-making system. The creation of 'collective-meaning structures', based on reliable information on all decision-making levels, opens the way to the decentralisation of decision-making to field officers engaged with inter-organisational coordination structures. In sum, more efficient and reliable coordination between organisations relies on improved decision-making systems within each organisation.

Language: en