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Capabilities and competencies in humanitarian operations

Capabilities and competencies in humanitarian operations PurposeBoth the military and non-military Organizations (NMO) bring assets, skills and capabilities to a humanitarian crisis, however, their competencies and capacities are very diverse. Identification of the specific competencies and capabilities that are core to these types of organizations can enable better planning by both military and NMOs, allowing them to achieve greater effectiveness and efficiency in the humanitarian response. For this purpose our research explores the core capabilities of the military and NMOs engaged in humanitarian operations. Design/methodology/approachOur work builds on existing literature on the core competency of the corporation. We extend the concept of the ability to identify, cultivate and exploit the core capabilities in the private sector to the organizations that want to respond efficiently and effectively to disasters. We develop a Core Competencies Test for such organizations.FindingsOur research identifies the competencies and capabilities that are core to the U.S. military and NMOs for humanitarian assistance and disaster relief. By identifying such abilities we establish a vein of research for exploring the role of such organizations to facilitate greater understanding among academics, policy makers and decision makers in public administration, public health, and international aid.Originality/valueExisting literature in humanitarian logistics does not adequately address identification of those competencies and capabilities that are core to the military organizations and NMOs and are most needed during the operational life cycle of a humanitarian crisis. In addition to identifying them, we compare the core capabilities of the military and non-military organizations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Humanitarian Logistics and Supply Chain Management Emerald Publishing

Capabilities and competencies in humanitarian operations

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References (83)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
2042-6747
DOI
10.1108/JHLSCM-04-2015-0020
Publisher site
See Article on Publisher Site

Abstract

PurposeBoth the military and non-military Organizations (NMO) bring assets, skills and capabilities to a humanitarian crisis, however, their competencies and capacities are very diverse. Identification of the specific competencies and capabilities that are core to these types of organizations can enable better planning by both military and NMOs, allowing them to achieve greater effectiveness and efficiency in the humanitarian response. For this purpose our research explores the core capabilities of the military and NMOs engaged in humanitarian operations. Design/methodology/approachOur work builds on existing literature on the core competency of the corporation. We extend the concept of the ability to identify, cultivate and exploit the core capabilities in the private sector to the organizations that want to respond efficiently and effectively to disasters. We develop a Core Competencies Test for such organizations.FindingsOur research identifies the competencies and capabilities that are core to the U.S. military and NMOs for humanitarian assistance and disaster relief. By identifying such abilities we establish a vein of research for exploring the role of such organizations to facilitate greater understanding among academics, policy makers and decision makers in public administration, public health, and international aid.Originality/valueExisting literature in humanitarian logistics does not adequately address identification of those competencies and capabilities that are core to the military organizations and NMOs and are most needed during the operational life cycle of a humanitarian crisis. In addition to identifying them, we compare the core capabilities of the military and non-military organizations.

Journal

Journal of Humanitarian Logistics and Supply Chain ManagementEmerald Publishing

Published: Aug 1, 2016

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