RAPID: The Tohoku Catastrophe: Volunteers and Non-Profit Organizations in Post-Kobe Japan
RAPID: The Tohoku Catastrophe: Volunteers and Non-Profit Organizations in Post-Kobe Japan
批准号:
1138643
负责人:
James Kendra
金额:
$4.0万
依托单位:
依托单位国家:
美国
项目类别:
Standard Grant
财政年份:
2011
资助国家:
美国
项目状态:
已结题
起止时间:
2011-08-01 至 2012-07-31
中文摘要
快速反应研究补助金(RAPID)提供资金,以探索灾难发生后志愿者团体和组织的出现和依赖。 2011年3月11日,日本国家经历了一场灾难--一场9.0级的大地震;一场10米高的近海海啸,在不到30分钟的时间内到达海岸,在一些地方向内陆行进了4英里;一个地点的六个反应堆发生了核紧急情况,向空气、土地和水中释放了大量的辐射。这些事件导致搜救工作困难和延误,预警时间极短,超过50万人疏散和避难,阻止核电站反应堆堆芯和乏燃料棒熔化的英勇努力,以及向公众传达风险的混乱。 鉴于东北地区的破坏和明显的创造性,需要在所有阶段的反应,它将被认为是一个完全不同的框架,在应对灾难性事件。 这个快速项目将调查该框架的一个组成部分-对志愿团体和组织的出现和依赖。 此外,由于恢复过程可能会持续多年,而且非常不确定,志愿人员和非营利组织可能会在很长一段时间内继续以各种身份大量参与。 这个快速项目将解决一个主要问题和有关志愿人员在灾难中的关注:志愿人员(或他们)如何与其他组织,被认为是更成熟或“官方”以及相互合作,协调和分享信息? 在灾难性环境中,什么样的条件有利于不同类型的协调? 当正式的反应系统不堪重负,并处理构成灾难的众多次要危机时,志愿人员承担什么职能?应急管理人员和其他政府官员期待研究界在应对灾害和灾难方面提供指导。 该项目的数据收集方法包括观察志愿者工作的现场;正式、半正式和非结构化访谈;分析主要文件和媒体报道。研究小组将强调收集短暂的数据:即有关机构和组织的数据,这些机构和组织随着时间的推移可能不存在。主要的分析方法将是扎根理论传统中的归纳定性分析,在这种传统中,科学理论是在分析、理论构建和理论完善的反复过程中构建的。本研究的结果将成为新理论的基础,这些新理论将对建立灾害和灾难应对组织的用户群体有意义。由于研究结果将建立在组织理论的基础上,预计研究结果将在私营部门的环境中是有用的,在快速变化的,模糊的和政治上有争议的环境中建立组织是一个主要挑战,特别是在国际和跨文化应用中。
英文摘要
This Grant for Rapid Response Research (RAPID) provides funding to explore the emergence and reliance on volunteer groups and organizations following a catastrophe. On March 11, 2011, the nation of Japan experienced a catastrophe - a great earthquake of M9.0; a near-shore tsunami, 10 meters high, that reached the coast in less than 30 minutes and traveled inland four miles in some locations; and a nuclear emergency in six reactors on one site, releasing significant amounts of radiation into the air, land, and water. These events resulted in difficult and delayed search and rescue efforts, extremely short warning periods, evacuation and sheltering of over 500,000 people, heroic efforts to stop the melting of cores and spent fuel rods at nuclear power plant reactors, and confusion in risk communication to the public. Given the enormity of the Tohoku destruction and the evident inventiveness that was required at all stages of response, it will be argued that an entirely different framework is needed in responding to catastrophic events. This RAPID project will investigate one of the components of that framework - the emergence and reliance on volunteer groups and organizations. Moreover, with what is likely to be a many-years-long and very uncertain process of recovery, volunteers and non-profit organizations are likely to continue to be heavily involved in a variety of capacities over a long period of time. This RAPID project will tackle a principal question and related concerns regarding volunteers in catastrophes: how do volunteers (or do they) work with, coordinate with, and share information with other organizations that are deemed to be more established or "official" as well as with each other? What conditions facilitate different kinds of coordination in a catastrophic milieu? What functions do volunteers undertake when formal response systems are overwhelmed and dealing with the multitude of subsidiary crises that comprise a catastrophe? Emergency managers and other public officials look to the research community for guidance on responding to disaster and catastrophe. Data-gathering methods for this project include observation of field sites where volunteers are working; formal, semi-formal, and unstructured interviews; and analysis of primary documents as well as media reports. The research team will emphasize gathering of ephemeral data: that is, data about agencies and organizations that may not exist after the passage of time. The main analytical approach will be inductive qualitative analysis in the grounded theory tradition, where scientific theories are built in a repeated process of analysis, theory-building, and theory refinement.Findings from this study will form the basis for new theories that will make sense to the user community in building disaster and catastrophe response organizations. Because the findings will build on organization theory, it is anticipated that the findings will be useful in private sector settings, where building organizations in quickly-changing, ambiguous, and politically contested environments is a main challenge, especially in international and cross-cultural applications.
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