Purpose

This study aims to answer the question: What dynamic capabilities do diverse humanitarian organizations have?

Design/methodology/approach

We examine this question through the lens of dynamic capabilities with sensing, seizing and reconfiguring capacities. The research team interviewed 15 individuals from 12 humanitarian organizations that had (a) different geographic scopes (global versus local) and (b) different missions (emergency response versus long-term development aid). We also gathered data from secondary sources, including standard operating procedures, company websites, and news databases (Factiva, Reuters and Bloomberg).

Findings

The findings identify the operational and dynamic capabilities of global and local humanitarian organizations while distinguishing between their mission to provide long-term development aid or emergency relief. (1) The global organizations, with their beneficiary responsiveness, reconfigured their sensing and seizing capacities throughout the COVID-19 pandemic by pivoting quickly to local procurement or regional supply chains. The long-term development organizations pivoted to multi-year supplier agreements with fixed pricing to counter price uncertainty and accessed social capital with government bodies. In contrast, emergency response organizations developed end-to-end supply chain visibility to sense changes in supply and demand. (2) Local humanitarian organizations developed the capacity to sense demand and supply changes to reconfigure based on their experiential learning working with the local community. The long-term-development local organizations used un-owned and scalable relief infrastructure to seize opportunities to rebuild affected areas. In contrast, emergency response organizations developed their capacity to seize opportunities to provide aid stemming from their decentralized decision-making, a lack of structured procedures, and the authority for increased expenditure.

Originality/value

We propose a theoretical framework to identify humanitarian organizations' operational and dynamic capabilities, distinguishing between global and local organizations and their emergency response and long-term aid missions.

中文翻译：

---

全球和地方人道主义组织具有应急响应和长期发展任务的动态能力

目的

本研究旨在回答以下问题：多样化的人道主义组织拥有哪些动态能力？

设计/方法论/途径

我们通过具有感知、捕获和重新配置能力的动态能力的视角来研究这个问题。研究小组采访了来自 12 个人道主义组织的 15 名个人，这些组织具有 (a) 不同的地理范围（全球与本地）和 (b) 不同的使命（紧急响应与长期发展援助）。我们还从二手来源收集数据，包括标准操作程序、公司网站和新闻数据库（Factiva、路透社和彭博社）。

发现

调查结果确定了全球和地方人道主义组织的运作和动态能力，同时区分了其提供长期发展援助或紧急救济的使命。(1) 全球组织以其受益者的响应能力，通过快速转向本地采购或区域供应链，在整个 COVID-19 大流行期间重新配置了其感知和捕获能力。长期发展组织转向采用固定定价的多年供应商协议来应对价格不确定性，并与政府机构获取社会资本。相比之下，应急响应组织开发了端到端供应链可视性来感知供应和需求的变化。(2) 当地人道主义组织发展了感知需求和供应变化的能力，并根据与当地社区合作的经验学习进行重新配置。长期发展的地方组织利用无主且可扩展的救援基础设施抓住机会重建受灾地区。相比之下，应急响应组织由于决策分散、缺乏结构化程序以及增加支出的权力而发展了抓住机会提供援助的能力。

原创性/价值

我们提出了一个理论框架来识别人道主义组织的运作和动态能力，区分全球和地方组织及其应急响应和长期援助任务。