How do organizations respond to natural disasters? This paper presents findings from a survey analyzing organizational responses to the 1995 eruptions at Ruapehu volcano, New Zealand, identifying coordination, communication, training, and management issues that impacted the effectiveness of an integrated response. The survey revealed the implications of organizational structure and social identity for developing emergency management capabilities. The paper explores the impact of decision-making processes and group dynamics on response effectiveness during crisis situations. By illustrating the nature and origin of these problems, the study defines strategies for resolving them and promoting effective inter-organizational relationships, ultimately fostering integrated emergency management capabilities.
This paper aligns with Disaster Prevention and Management: An International Journal's focus on analyzing and improving responses to disasters. By examining organizational responses to a volcanic eruption, the study contributes to the understanding of effective emergency management practices, a key theme within the journal's scope.