Organisational resilience following the Darfield earthquake of 2010 (2014)
Type of ContentJournal Article
PublisherUniversity of Canterbury. Department of Accounting and Information Systems
University of Canterbury. Civil and Natural Resources Engineering
University of Canterbury. Geological Sciences
AuthorsWhitman, Z., Stevenson, J., Kachali, H., Seville, E., Vargo, J., Wilson, T.show all
This paper presents the preliminary findings of a study on the resilience and recovery of organisations following the Darfield earthquake in New Zealand on 4 September 2010. Sampling included organisations proximal and distal to the fault trace, organisations located within central business districts, and organisations from seven diverse industry sectors. The research captured information on the challenges to, the impacts on, and the reflections of the organisations in the first months of recovery. Organisations in central business districts and in the hospitality sector were most likely to close while organisations that had perishable stock and livestock were more heavily reliant on critical services. Staff well-being, cash flow, and customer loss were major concerns for organisations across all sectors. For all organisations, the most helpful factors in mitigating the effects of the earthquake to be their relationship with staff, the design and type of buildings, and critical service continuity or swift reinstatement of services.
CitationWhitman, Z., Stevenson, J., Kachali, H., Seville, E., Vargo, J., Wilson, T. (2014) Organisational resilience following the Darfield earthquake of 2010. Disasters, 38(1), pp. 148-177.
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KeywordsCanterbury; Darfield; disaster; earthquake; organisation; resilience
ANZSRC Fields of Research16 - Studies in Human Society::1608 - Sociology::160801 - Applied Sociology, Program Evaluation and Social Impact Assessment
17 - Psychology and Cognitive Sciences::1701 - Psychology::170107 - Industrial and Organisational Psychology
04 - Earth Sciences::0403 - Geology::040313 - Tectonics