Coordination in theory, coordination in practice

The case of the Clusters

Dados Bibliográficos

ID4860484
AutoresPaul Knox Clarke (Head of Research, ALNAP United Kingdom, autor correspondente), Leah Campbell (0000-0003-2131-1468, Senior Research Officer, ALNAP United Kingdom)
Ano2018
Volume42
Fascículo4
Páginas655-673
Data de publicação2018-10-01
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoDisasters (JOURNAL)
Identificadores do periódicoISSN: 0361-3666 • E-ISSN: 1467-7717
EditoraWiley (PUBLISHER • GB)
DOI10.1111/disa.12282
PMID29578631
OpenAlexW2792194488
IdiomaEN
Citações recebidas12
Referências citadas7

The atomised nature of the humanitarian system has led to frequent and repeated attempts to coordinate humanitarian activity. Since 2005, some of the best resourced, and arguably most successful, coordination mechanisms have been the humanitarian Clusters, groups of UN (United Nations) and non-UN actors that engage in sectoral coordination of humanitarian response (such as the provision of healthcare and water) at the global and country level. Nevertheless, it is not clear exactly what 'coordination' means in the context of a Cluster. Formal guidance suggests that they should be aiming to create a single, joint strategy to guide the activities of members. Actual experience of the Clusters, however, indicates that looser forms of coordination are more effective. This finding resonates with organisational theory, and with the experience of emergency management professionals beyond the international humanitarian sector. To capitalise fully on the success of the Clusters, policymakers may need to rethink their attitudes to, and expectations of, coordination

Business · Cluster (spacecraft · Context (archaeology · Knowledge management · Political science · Public relations · Computer Science · Disaster Management and Resilience · Disaster Response and Management · Viral Infections and Outbreaks Research