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Process improvement in humanitarian operations: an organisational theory perspective

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  • Paul D. Larson
  • Cyril Foropon

Abstract

Contingency theory suggests the best way to organise and lead an organisation, or to make decisions, depends upon internal and external situational factors, e.g. organisational size, operational scope and environmental uncertainty. Humanitarian organisations use various process management tools, including codes of conduct and standards. Large non-governmental organisations (NGOs) seem especially attracted to standards. The purpose of this paper is to advance our understanding of process improvement techniques, with a focus on standards, in use by humanitarian NGOs. Content analysis is the method employed in this study. A sample of humanitarian NGO annual reports and web pages is studied to describe the NGOs and determine their approaches to process improvement. The sample contains a mix of NGOs based on their location (France or Canada), organisational size and scope of operations (development aid, disaster relief, etc.). Contingency theory is useful in linking contingency factors to process improvement approaches. NGO size, operational scope and organisational culture factors are linked to use of standards. This is one of the first (if not the first study) to adopt contingency theory in an investigation of process improvement approaches among humanitarian NGOs. It focuses on a managerial issue of great relevance – process improvement in humanitarian operations.

Suggested Citation

  • Paul D. Larson & Cyril Foropon, 2018. "Process improvement in humanitarian operations: an organisational theory perspective," International Journal of Production Research, Taylor & Francis Journals, vol. 56(21), pages 6828-6841, November.
  • Handle: RePEc:taf:tprsxx:v:56:y:2018:i:21:p:6828-6841
    DOI: 10.1080/00207543.2018.1424374
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    Cited by:

    1. Maciel M. Queiroz & Dmitry Ivanov & Alexandre Dolgui & Samuel Fosso Wamba, 2022. "Impacts of epidemic outbreaks on supply chains: mapping a research agenda amid the COVID-19 pandemic through a structured literature review," Annals of Operations Research, Springer, vol. 319(1), pages 1159-1196, December.
    2. Sarah Schiffling & Claire Hannibal & Matthew Tickle & Yiyi Fan, 2022. "The implications of complexity for humanitarian logistics: a complex adaptive systems perspective," Annals of Operations Research, Springer, vol. 319(1), pages 1379-1410, December.
    3. Sachin Modgil & Rohit Kumar Singh & Cyril Foropon, 2022. "Quality management in humanitarian operations and disaster relief management: a review and future research directions," Annals of Operations Research, Springer, vol. 319(1), pages 1045-1098, December.
    4. Mojtaba Salem & Niels Van Quaquebeke & Maria Besiou, 2022. "Aid worker adaptability in humanitarian operations: Interplay of prosocial motivation and authoritarian leadership," Production and Operations Management, Production and Operations Management Society, vol. 31(11), pages 3982-4001, November.
    5. Guo Fuli & Cyril Foropon & Ma Xin, 2022. "Reducing carbon emissions in humanitarian supply chain: the role of decision making and coordination," Annals of Operations Research, Springer, vol. 319(1), pages 355-377, December.
    6. Dwivedi, Yogesh K & Shareef, Mahmud A & Akram, Muhammad S & Bhatti, Zeeshan A & Rana, Nripendra P, 2022. "Examining the effects of enterprise social media on operational and social performance during environmental disruption," Technological Forecasting and Social Change, Elsevier, vol. 175(C).

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