Human security and learning in crisis management

• Published in: Journal of humanitarian logistics and supply chain management Vol. 4; no. 1; pp. 82 - 94
• Main Author: Mari Ainikki Anttila, Ulla
• Format: Journal Article
• Language: English
• Published: Bingley Emerald Group Publishing Limited 06-05-2014; Emerald Publishing
• Subjects: Atrocities; Civilians; Cold War; Conflict resolution; Globalization; Human rights; Human security; Humanitarian aid; Humanitarian logistics; Humanitarianism; Logistics; Management of crises; Management science & operations; Military policy; Mortality; National security; Peace; Peace negotiations; Violence; War crimes; Relationship management; Crisis management; Humanitarian logistics; Knowledge management; Civil-military co-operation
• ISSN: 2042-6747; 2042-6755
• DOI: 10.1108/JHLSCM-04-2013-0014

Purpose
– Contemporary armed conflicts predominantly take place in developing countries and there are often non-state actors involved in them. Civilians have been deliberately targeted in recent conflicts, and the international community has paid more attention to their protection. Human security means that individuals’ safety is a priority on the security agenda. Organizational learning is necessary in crisis management in order to evolve and provide tools to ensure human security. Organizational learning in crisis management requires individual learning, but individual learning does not necessarily lead to organizational learning at the level of institutions. The purpose of this paper is to focus on the development of crisis management and peace-building when taking into account crisis management personnel's experiences and their value in organizational learning processes. The results are applied to the context of humanitarian logistics that have special features including pace in comparison to other crisis management contexts.
Design/methodology/approach
– The empirical material consists of a Delphi panel process representing 15 experts and interviews of 27 individuals who had served as employees in civilian crisis management and military crisis management duties in Kosovo. The interviewees from the military side had background of being either a reservist or professional officer.
Findings
– Interaction and communication abilities are required from crisis management personnel and institutions. Personnel in crisis management need opportunities to give and receive feedback. At the personal level, work in crisis management is important for an individual. Returning home may be more challenging for an individual than starting to work in a mission. The framework of organizational learning is adequate for developing crisis management and humanitarian logistics.
Originality/value
– Crisis management personnel's feelings and opinions in depth have been rarely studied and the present study provides information about this personal level. Because of using two methods focussing on organizational learning and feedback, partial methodological triangular was carried out, which increased the reliability of the results. In regard to humanitarian logistics, feedback arrangements are also important when intending to develop learning organizations. Return arrangements for personnel in humanitarian logistics are also an important focus of study.