Department of Media, Culture and Social Sciences, Faculty of Social Sciences, University of Stavanger, Norway.
Disasters. 2012 Apr;36(2):212-32. doi: 10.1111/j.1467-7717.2011.01255.x. Epub 2011 Oct 13.
This paper examines how the creation of knowledge and the location of decision-making authority within relief organisations influence coordination. Information was collected from the headquarters of international non-governmental organisations in 2003, as well as from Darfur and Khartoum, Sudan, in 2005 and 2007, respectively. Relief organisations rely on quality information dissemination between the field and headquarters. Yet, reporting from the field often is overloaded with misplaced precision, making it difficult for managers at headquarters to grasp the key issues. A high turnover rate among international field officers and a lack of inclusion of local staff and partners prevent the development of accumulated knowledge. Furthermore, most relief organisations have a centralised decision-making system. The creation of 'collective-meaning structures', based on reliable information on all decision-making levels, opens the way to the decentralisation of decision-making to field officers engaged with inter-organisational coordination structures. In sum, more efficient and reliable coordination between organisations relies on improved decision-making systems within each organisation.
本文探讨了救援组织内部知识的创造和决策权的定位如何影响协调。信息收集于 2003 年各国际非政府组织的总部，以及分别于 2005 年和 2007 年在苏丹的达尔富尔和喀土穆。救援组织依赖于实地和总部之间高质量的信息传播。然而，来自实地的报告往往充斥着不恰当的精确性，使得总部的管理人员难以掌握关键问题。国际实地官员的高离职率，以及缺乏当地工作人员和合作伙伴的参与，阻碍了积累知识的发展。此外，大多数救援组织都采用集中的决策系统。基于各级决策的可靠信息，创建“集体意义结构”，为参与组织间协调结构的现场官员下放决策权力开辟了道路。总之，组织之间更有效和可靠的协调依赖于每个组织内部改进的决策系统。
