Towards a better management of complex emergencies through crisis management meta-modelling

Exploring the role of knowledge management in contexts of crisis: a synthesis and way forward

Purpose

Based on the scarcity and the fragmented nature of the literature in the field of knowledge management (KM) and crisis, this paper aims to present a systematic literature review of these two constructs, interlinking the literature in KM to the prevention, preparedness, response and recovery (PPRR) phases framework. The output is a critical discussion on the state of the literature in the field, and an overview of avenues for future research.

Design/methodology/approach

The methodology adopted in this paper is that of a systematic literature review. Using the Scopus database, this study presents the findings that emerged from 59 publications in the field of KM and crisis.

Findings

Through the application of a systematic literature review, this paper categorizes 59 publications on KM according to the different stages comprising a crisis. The implications of each paper are discussed and critically analyzed, acting as the basis of areas for future research.

Originality/value

This paper is the first to offer a systematic review of the literature on KM in contexts of crisis by integrating the literature into a well-defined PPRR framework. Furthermore, the discussions presented in this review may be used by practitioners as a basis/starting point to identify relevant literature on different phases of crisis, while scholars may use this paper to further develop studies in KM and crisis management.

An Ontological Approach to Enhancing Information Sharing in Disaster Response

Managing complex disaster situations is a challenging task because of the large number of actors involved and the critical nature of the events themselves. In particular, the different terminologies and technical vocabularies that are being exchanged among Emergency Responders (ERs) may lead to misunderstandings. Maintaining a shared semantics for exchanged data is a major challenge. To help to overcome these issues, we elaborate a modular suite of ontologies called POLARISCO that formalizes the complex knowledge of the ERs. Such a shared vocabulary resolves inconsistent terminologies and promotes semantic interoperability among ERs. In this work, we discuss developing POLARISCO as an extension of Basic Formal Ontology (BFO) and the Common Core Ontologies (CCO). We conclude by presenting a real use-case to check the efficiency and applicability of the proposed ontology.

Synergistic triad of crisis management: leadership, knowledge management and organizational learning

Purpose

The prevalence of instability and crises in organizational ecosystems seems to be on the increase, with an upward trend in the occurrence of, for example, natural disasters, such as tornadoes in America, bushfires in Australia and the widespread outbreak of diseases, e.g., Covid-19. As contexts of crisis increase in frequency, the ability of organizations to adapt and effectively respond to crises has become a key necessity for organizational survival and continuity. The purpose of this paper is to explore how the repercussions of crises may be curtailed through a multidimensional crisis management approach.

Design/methodology/approach

This paper applies a narrative literature review and concept mapping to synthesize and establish relationships between the literature in the domains of leadership, knowledge management, learning and contexts of crisis. The output of this methodological orientation is the Integrated Crisis Management Framework, presenting a conceptualized overview of the symbiotic and intertwined manner through which leadership, knowledge management and learning contribute towards effective crisis management.

Findings

According to the analysis and the conceptual underpinnings of this paper, in contexts of crisis, leadership is generally responsible for aggregating crisis management strategies and establishing employee motivation. Knowledge management, on the other hand, provides the infrastructure necessary for calculated yet rapid decision-making. Similarly, in times of crisis, learning is a prerequisite for the development of a “learningful” organization, which contributes towards crisis management by serving as the organization's “memory” – where lessons learned from previous crises suffice to guide future crisis response.

Originality/value

The literature in crisis management reveals that existing crisis management models and frameworks generally consider crisis from a unidimensional perspective, neglecting to account for the multifaceted nature of crises, and the numerous attributes necessary to overcome contexts of crisis. To address this gap in the literature, this paper proposes a multidimensional conceptualization of crisis management through combining three core elements, including leadership, learning and knowledge management. The novelty of this paper is an Integrated Crisis Management Framework, and eight empirical propositions, which act as an impetus for future research.