Empirical Study on Emergency Inter-Organizational Information Communication Barriers for Expressway Emergency

Article Preview

Abstract:

Based on a typical Expressway emergency case the 12.5 black powder explosion on Beijing-Zhuhai Expressway, this article built an expressway emergency inter-organizational communication network and then analyzed the communication barriers with Network Analysis Approach. The study finds that in hierarchical structures level, Expressway enterprise lack of communication with the local government; the subgroups that have business contact with Expressway enterprise in normal condition are difficult to share information in emergency with the subgroups that has no business relationship with expressway enterprise; the subgroups that have no business relationship with Expressway enterprise in normal condition are of great disparity in communication intensity internally and it is easy to cause over load for the core organization in communication; in the contrast, the subgroup that has business contact with expressway enterprise normally, the internal communication structure is more reasonable.

You might also be interested in these eBooks

Info:

Periodical:

Pages:

2542-2551

Citation:

Online since:

September 2013

Authors:

Export:

Price:

Permissions CCC:

Permissions PLS:

Сopyright:

© 2013 Trans Tech Publications Ltd. All Rights Reserved

Share:

Citation:

[1] T.W. Malone and K. Crowston: What is coordination theory and how can it help design cooperative work systems? ( ACM, New York 1990).

DOI: 10.1145/99332.99367

Google Scholar

[2] T.E. Drabek and D.A. Mcentire: Research on Emergent Behavior and Response Vol. 20 (2002), p.197.

Google Scholar

[3] E. L. Quarantelli: Journal of Management Studies Vol. 25 (1988), p.373.

Google Scholar

[4] N. Kapucu: Public Administration Vol. 84 (2006), p.205.

Google Scholar

[5] Hage: American Sociological Review Vol. 36 (1971), p.360.

Google Scholar

[6] L. K. Comfort: International Journal of Emergency Management Vol. 2 (2004), p.62.

Google Scholar

[7] E. L. Quarantelli: Disaster Prevention and Management Vol. 6 (1997), p.94.

Google Scholar

[8] E. L. Quarantelli: Disaster Prevention and Management Vol. 5 (1996), p.5.

Google Scholar

[9] Sid Jacobson and Ernie Colón: The 9/11 Report (St. Martin's Press, New York 2006).

Google Scholar

[10] N. Bharosa, J. Lee and M. Janssen: Information Systems Frontiers Vol. 12 (2010), p.49.

Google Scholar

[11] B. Manoj and A. Baker: Communications of the ACM Vol. 50 (2007), p.51.

Google Scholar

[12] R. R. Dynes and B. E. Aguirre: Disasters Vol. 3 (1979), p.71.

Google Scholar

[13] C. K. Barnett and M. G. Pratt: Journal of Organizational Change Management Vol. 13 (1988), p.74.

Google Scholar

[14] Jun Liu: Sociology Vol. 26 (2006), p.69.

Google Scholar

[15] R. M. Yerkes and J. D. Dodson: Journal of Comparative Neurology and Psychology Vol. 18 (1908), p.459.

Google Scholar