Faculty Opinions recommendation of COVID-19: Are Africa's diagnostic challenges blunting response effectiveness?

Author(s):  
Toshihiro Horii ◽  
Nirianne Palacpac
1997 ◽  
Vol 1997 (1) ◽  
pp. 963-964
Author(s):  
Traci Benedict ◽  
Mike Hicks ◽  
Setsuko Masaki

ABSTRACT This paper provides a brief overview of United States and Japanese oil spill response regulations with respect to the impact that regulations have on actual response effectiveness.


2021 ◽  
Author(s):  
Chengcheng Dai ◽  
Minle Liao ◽  
Gaosong Fan ◽  
Mingshun Mei ◽  
Hualin Li ◽  
...  

2016 ◽  
Vol 42 (5) ◽  
pp. 879-892 ◽  
Author(s):  
Fynn Gerken ◽  
Sarah F. Van der Land ◽  
Toni G.L.A. van der Meer

2006 ◽  
Vol 28 (4) ◽  
pp. 232-241 ◽  
Author(s):  
Elizabeth A. Yeater ◽  
Richard J. Viken ◽  
Richard M. McFall ◽  
Lindsey R. Wagner

Author(s):  
Murray E. Jennex ◽  
Murali Raman

Most organizations face difficult challenges in managing knowledge for crisis response, but it is crucial for response effectiveness that such challenges be overcome. Organizational members must share the knowledge needed to plan for emergencies. They also must be able during an emergency to access relevant plans and communicate about their responses to it. This article examines the role and relevance of knowledge management (and knowledge management systems therein) in support of crisis response. We begin by discussing what knowledge management and crisis response mean. We move on to suggest why crisis response efforts within an organizational context, might benefit from knowledge management initiatives. Specific examples of how knowledge management efforts have supported crisis response in the past are then presented. We end by offering researchers with some suggestions for future research work in light of this subject domain.


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