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Article
Publication date: 28 August 2019

Erin Hedwig Christina Kuipers, Isabelle Desportes and Michaela Hordijk

Through the case of the response to the 2017 Mocoa mudslide, the purpose of this paper is to contribute to a deeper understanding of why and how humanitarian response should be…

663

Abstract

Purpose

Through the case of the response to the 2017 Mocoa mudslide, the purpose of this paper is to contribute to a deeper understanding of why and how humanitarian response should be locally led, particularly in more complex contexts such as those affected by conflict.

Design/methodology/approach

The study draws on qualitative data collected during a four-month period in 2017, with a focus on the immediate April 2017 emergency phase which presented the largest diversity of local, national and international actors.

Findings

The study has found that competing legitimacy claims between the state and non-state response blocs led to tensions and confrontations between disaster response actors and consequently a problematic response process and outcome. The institutional map that was plotted based on locally perceived actor legitimacies indicates a local state-led response would have better served the broader goals of humanitarian support, development and peacebuilding.

Practical implications

These findings have significant implications for the understanding of how the locally led response should be understood. Better alignment with local needs and feasibilities requires a differential outlook on what is to be understood as “local.” This study puts forward the insider/outsider lens as a tool to identify the actors who possess local trust and legitimacy and are thus best suited to bridge the elements of the humanitarian-development-peacebuilding triple nexus.

Originality/value

This study gives a voice to state actors, which was largely absent in previous studies.

Details

Disaster Prevention and Management: An International Journal, vol. 29 no. 3
Type: Research Article
ISSN: 0965-3562

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Article
Publication date: 5 December 2023

Francesco Di Maddaloni and Roya Derakhshan

The study emphasizes the importance of human perception in engaging stakeholders and sheds light on the way the often “disregarded” actors (i.e. local communities) make sense of…

364

Abstract

Purpose

The study emphasizes the importance of human perception in engaging stakeholders and sheds light on the way the often “disregarded” actors (i.e. local communities) make sense of an organization's behavior at the corporate, project and individual level.

Design/methodology/approach

Departing from the normative stance of stakeholder theory, this conceptual paper aims to unfold the benefits of a more holistic and inclusive organizational approach to stakeholders. The conceptual framework is elucidated through the lens of attribution theory, which points to communication as the source of stakeholders' attributional processes and thus their perception of fairness.

Findings

Focusing the authors’ attention on construction and infrastructure projects, this research suggests that early transparent and informative communication with local community stakeholders motivates them to perceive fairness, from both the process of decision-making (distributive) and the outcome of decisions (procedural), as well as the way in which they are treated (interactional). Such communications lead to less biased attributions as they reduce the influence of personal beliefs in achieving a conscious and non-biased attribution mode.

Originality/value

In this paper, the authors adopt attribution theory as their lens with which to interpret the process whereby individuals attempt to make sense of an organization's behavior. Focusing on secondary stakeholder engagement such as local community, the authors’ conceptualization shapes both a framework highlighting communication as the mediator for shaping human perceptions, and a process model to guide project organizations and practitioners to embrace an inclusive approach toward the often-disregarded stakeholders, which is aimed at enhancing their perception of fairness at the corporate, project and individual levels. The authors highlight the need for organization to provide clear and transparent communication to a broader range of stakeholders, such as those that have had little to say in the decision-making process (the often-disregarded voices). By seeking collaboration rather than manipulation, a project organization might promote stakeholders' non-biased perception of fairness, in terms of both the process and outcome of the project.

Details

International Journal of Managing Projects in Business, vol. 17 no. 1
Type: Research Article
ISSN: 1753-8378

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