An exploratory study of factors influencing emergency response performance

Abstract

Purpose

This paper aims to develop a conceptual model for future theory building and provides guidance to emergency managers by identifying important organizational factors influencing emergency response performance.

Design/methodology/approach

A conceptual framework is developed linking organizational characteristics and incident types to emergency response performance, focusing on the “prepare” and “respond” stages in emergency management. Archival data are used to test the framework, using ANOVA to analyze 12,057 incidents over a nine-year period.

Findings

The results indicate that organizational characteristics impact emergency response performance through Knowledge of Location. Several organizational factors impact Knowledge of Location, which then serves, with incident type, as a significant indicator for emergency response performance.

Research limitations/implications

Researchers are constrained by the data collected in the database used for the study; however, the use of this commonly collected data to operationalize our variables for model testing facilitates analysis of other emergency management organizations for validation. Future model extension is possible by identifying other important variables.

Practical implications

The analysis emphasizes the importance of area familiarization training in improving emergency response as well as the impact of organizational structure changes on response. Emergency managers should ensure clear lines of authority and communication during times of change.

Originality/value

This is one of the few studies to use empirical data from a large-scale, real-world database to study emergency response performance. In contrast to previous modeling-based research, this study emphasizes organizational characteristics with an empirical perspective.

Citation

French, M.L., Fan, Y. and Stading, G.L. (2015), "An exploratory study of factors influencing emergency response performance", Management Research Review, Vol. 38 No. 5, pp. 559-576. https://doi.org/10.1108/MRR-11-2013-0274