Building Resilience: Social Capital in Post-Disaster Recovery
Building Resilience: Social Capital in Post-Disaster Recovery
复制标题
建立复原力：灾后恢复中的社会资本
DOI：
10.1080/10686967.2013.11918098
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发表时间：
2013
影响因子：
--
通讯作者：
N. Radziwill
中科院分区：
文献类型：
--
作者：
N. Radziwill
What do natural disasters, social capital, and resilience have to do with quality management? Plenty. A quick search of “resilience” and “quality management” on Google suggests many themes, including: quality management can improve the resilience of supply chains, achieving resilience as an organizational capability is effective for risk management, and quality management practices can improve resilience. Resilience can be considered a dimension of quality, closely related to reliability (whether an entity will consistently perform to its specifications) and durability (how long an entity will perform to its specifications). However, the concept of resilience naturally integrates the human and social aspects of managing quality. The text is academically rigorous, and presents a compendium and synthesis of research results from the past two decades. However, it is also informed by Aldrich’s first-hand experience with disaster recovery, which lightens the presentation and gives it a practical bent; six weeks after moving to New Orleans to start a faculty position at Tulane, he and his family lost almost everything in Hurricane Katrina, and were forced to rebuild. Furthermore, he has also spent several years in Japan, enabling him to bring personal insights into his analysis of recovery after earthquakes there. Chapter 2, Social Capital: A Janus-Faced Resource for Recovery, is particularly useful. The chapter presents many of the definitions of social capital used by researchers, and describes how social capital influences trust, the flow of information, and the creation of culture. This section also provides insight into how to measure social resources, and linked to the case studies of natural disasters in later chapters, provides examples of how to use those measurements in research. This book made me reflect on how our organizations typically respond to “disasters” like the dot-com bust or the economic downturn of 2008, and how organizations might adjust their thinking to become more resilient in the future. An organization’s “disaster response” efforts often include conducting layoffs, divesting products and divisions, or encouraging early retirements. But what if the social capital within an organization was so solid that people were naturally predisposed to contribute the skills and resources that would help the organization bounce back quickly? Even
