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Encyclopedia of Information Science and Technology, Fourth Edition Encyclopedia of Information Science and Technology, Fourth Edition Mehdi Khosrow-Pour Information Resources Management Association, USA Published in the United States of America by IGI Global Information Science Reference (an imprint of IGI Global) 701 E. Chocolate Avenue Hershey PA, USA 17033 Tel: 717-533-8845 Fax: 717-533-8661 E-mail: [email protected] Web site: http://www.igi-global.com Copyright © 2018 by IGI Global. All rights reserved. No part of this publication may be reproduced, stored or distributed in any form or by any means, electronic or mechanical, including photocopying, without written permission from the publisher. Product or company names used in this set are for identification purposes only. Inclusion of the names of the products or companies does not indicate a claim of ownership by IGI Global of the trademark or registered trademark. Library of Congress Cataloging-in-Publication Data Names: Khosrow-Pour, Mehdi, 1951- editor. Title: Encyclopedia of information science and technology / Mehdi Khosrow-Pour, editor. Description: Fourth edition. | Hershey, PA : Information Science Reference, [2018] | Includes bibliographical references and index. Identifiers: LCCN 2017000834| ISBN 9781522522553 (set : hardcover) | ISBN 9781522522560 (ebook) Subjects: LCSH: Information science--Encyclopedias. | Information technology--Encyclopedias. Classification: LCC Z1006 .E566 2018 | DDC 020.3--dc23 LC record available at https://lccn.loc.gov/2017000834 British Cataloguing in Publication Data A Cataloguing in Publication record for this book is available from the British Library. All work contributed to this book is new, previously-unpublished material. The views expressed in this book are those of the authors, but not necessarily of the publisher. For electronic access to this publication, please contact: [email protected]. Category: Crisis Response and Management 1407 Information Science and Technology C in Crisis Response and Management Randy Basham University of Texas at Arlington, USA INTRODUCTION business organizations. Businesses’ have become dependent on technology to perform work, dis- Emergent technological innovations in robotics tribute products and improve productivity and ef- and miniaturization of robotics, drone technolo- ficiency. Loss of technology functions and critical gies, acoustical sensors, and others are revolu- information could cause irrevocable damage to tionizing the effectiveness of crisis response and a business. Therefore crisis management in the management efforts, on smaller local events, and business sense has meant anticipatory planning for in combination, may be applied to larger disaster disruptions and protecting data and process critical events such as major community or regional for business success. The use of experts within a crises. These have also been supported by ad- domain of business services coupled with domain vances in tracking, communications, information decision makers and gathered into crises manage- dissemination, identity verification, and location ment teams; has been highly useful in considering technologies developed over that past decade since critical scenarios of information or other critical Hurricanes Katrina and Rita devastated the central processes disruption or loss. Constructing antici- populated region of the United States and Central patory action plans has proven to be a key part of North America. The combination of these tech- adequate preparation for response, though these nologies show promise of rapid intervention and must be updated as situational contexts and key rescue, within the most devastated areas affected personnel change (Esbensen & Krisciunas, 2008). by major environmental and man-made disasters Approximately a decade ago, in North America as they are scaled up to address larger population the major disasters of Hurricanes Katrina and Rita supports. Location and allocation of resources (Hurricanes: Science and Society, 2015) and there to the individuals, families, and populations of combined effects on a region of the south central need may occur nearly unimpeded by obstacles, United States were heavily televised, in part because debris, contaminants and human first responder of the urban location of the disaster in a modern high risk environments. As these technologies are and well known city. Major humanitarian service systematized and develop some level of autonomy providers such as FEMA and the American Red in technological problem solving, they are likely Cross began to grapple with the scale of informa- to improve overall survivability of populations at tion needed and service provision possible for such risk in the most disaster fragile of environments. large scale disasters and began seeking community and academic partnerships with corporate informa- tion technology providers, the defense industry, BACKGROUND uniformed military service providers (especially those engaged in search and rescue efforts) and Early efforts to link crisis management and in- governmental agencies to improve crises response formation technology were concerned with the and management, for disasters of scale (Hurricane protection and maintenance of data within private Katrina Disaster Relief, 2015). DOI: 10.4018/978-1-5225-2255-3.ch121 Copyright © 2018, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. Information Science and Technology in Crisis Response and Management Since this time several additional cataclysms and with attention to scalability of responses as have increased awareness for the need to look at needed for each type of crisis or disaster. international and global response systems involv- ing information technology, relative to prepared- SWOT (Strengths, Weaknesses, ness, systemization, planning, pre-positioning of Opportunities, and Threats) resources and equipment, logistics and distribution Analysis for Institutions capacity in the management of crisis and disaster management. Public attention has been galvanized Though there are a number of possible and fore- by devastating natural disasters such as; earth- seeable crises that may affect any organization, quakes in Pakistan in 2005 and in Sichuan China information science technology is emerging as a in 2008 and again in Haiti in 2010, the Tohoku critical crisis response consideration. Economic earthquake and tsunami striking Japan in 2011, downturns, loss of funding, loss of physical and Cyclone Nargis that struck Myanmar in 2008 and human assets, and employee litigation (Crisis Man- by recent recollections of earlier but recent large agement, 2016) may all be tied to the consistency scale disasters prior to the North American hur- sustainability and privacy issues associated with ricanes of 2005 such as; the Sumatra tsunami of information technology management protocols 2004, and the Iran earthquake of 2003, and several and continuity. A strategic planning method that earlier to these and many others since (Lists of may be quickly used by employees not fully fa- Disasters, 2015). miliar with an organization is to develop a simple SWOT plan of key and critical inquiries relative to information technology management or other CRISIS RESPONSE AND strategic plan, crisis response initiative of the MANAGEMENT: TECHNOLOGY organization. Some possible lines of inquiry and CONSIDERATIONS planning for information technology manage- ment are given in Table 1 below, these should Crises and disasters are sudden and unforeseen. be strategically prioritized and determined both Each is serious, disruptive, overwhelming and of- internally and externally: ten exceeds capacity to restore order and normalcy in any expected time frame. However, crisis or Information Science Technology: disaster events may occur with some frequency and Institutional Crisis Response predictability, and standardized responses may be and Management thoughtfully and consistently applied. Others may be anticipated to occur occasionally but irregularly, Crisis response and management as related to and require a level of creativity and innovation over institutions, or business, information science and a short period in response. There are of course, technology requires crisis management teams are improbable and unexpected crises and disasters often designated in advance of a crises and focus which occur infrequently, but of which there are crisis and recovery plans on avoiding a crisis, no precedents or examples to follow, and for which preparing and planning for crises, identifying we have little or no prior experience. These are threats and critical systems for protection, training often widespread and devastating occurrences, key personnel for crisis events and recovery, com- requiring longer term determination and resolve to municating plans to organizational members, and manage and to overcome or restore some level of reviewing and updating plans and disseminating normalization. Technology and information based crisis response guidelines. Phases of institutional systems may be designed to address each, as these Crises Stages (Fink, 1986) involving information relate to specific probabilities for their occurrence, technology have been identified as: 1408 Category: Crisis Response and Management • Prodromal Stage: The first time those classic crisis intervention theory as conceived potential crisis symptoms occur. Early by Aguilera and Messick as early as 1970. Crisis C warnings may be missed, or may not occur Intervention Theory maintains, that
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