Humanitarian Operations: Canadian Strategy and Strategic Level Decision Criteria for Intervention

The analytic hierarchy process (AHP) remains a popular multi-criteria decision method. One topic under discussion of AHP is the use of different scales to translate judgments into ratios. The author makes a new approach to compare different scale functions and to derive a recommendation for the application of scales. The approach is based on simple analytic functions and takes into consideration the number of criteria of the decision problem. A generalization of the so-called balanced scale is proposed, and a new adaptive-balanced scale is introduced. Scales are then categorized and compared based on weight boundaries and weight ratios, weight uncertainties, weight dispersion and number of decision criteria. Finally, a practical example of a decision hierarchy is presented applying the different scales. The results show that the generalized balanced scale improves weight dispersion and weight uncertainty in comparison to the fundamental AHP scale. The proposed adaptive-balanced scale overcomes the problem of a change of the maximum weight depending on the number of decision criteria.

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Coopetition in temporary contexts: examining swift trust and swift distrust in humanitarian operations

International Journal of Operations & Production Management ◽

10.1108/ijopm-12-2019-0800 ◽

2020 ◽

Vol 40 (9) ◽

pp. 1449-1473 ◽

Cited By ~ 1

Author(s):

Sarah Schiffling ◽

Claire Hannibal ◽

Yiyi Fan ◽

Matthew Tickle

Keyword(s):

Design Methodology ◽

Nonprofit Sector ◽

Humanitarian Relief ◽

Content Type ◽

Trust Theory ◽

Humanitarian Operations ◽

Swift Trust ◽

Limited Choice ◽

Practical Implications

PurposeBy drawing on commitment-trust theory, we examine the role of swift trust and distrust in supporting coopetition under conditions of uncertainty and interdependence in the setting of humanitarian disaster relief organisations.Design/methodology/approachThis paper presents findings from case studies of 18 international humanitarian relief organisations based on 48 interviews and the analysis of publicly available documents.FindingsWe find that both swift trust and swift distrust support coopetition. As coopetition is simultaneous cooperation and competition, in this study we show how swift trust and swift distrust also occur simultaneously in coopetitive contexts.Research limitations/implicationsCoopetition as a strategic choice is well-researched in the private sector, yet has received less attention in the nonprofit sector, particularly in contexts that are shaped by interdependence and uncertainty. We show the importance of swift trust and swift distrust in coopetitive relationships by drawing on commitment-trust theory.Practical implicationsIn focusing on a competitive environment in which cooperation is essential, we find limited choice of coopetitive partners. Humanitarian relief organisations must often simply work with whichever other organisations are available. We highlight how trust and distrust are not opposite ends of a spectrum and detail how both contribute to coopetitive relationships.Originality/valueOur findings contribute to commitment-trust theory by explaining the important role of distrust in forging coopetitive relationships. Furthermore, we contribute to prior work on coopetition by focusing on an uncertain and interdependent nonprofit environment.

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