Table 1 Characteristics of orchestration... | Emerald Publishing

Table 1

Characteristics of orchestration and choreography in HL

Dimension	Orchestration	Author	Choreography	Author
Control structure	Centralised: A lead actor (e.g. Cluster lead) oversees logistics and manages services and resources for partners	Akhtar et al. (2012), Grange et al. (2020), Cozzolino et al. (2017), Vega and Roussat (2015)	Decentralised: NGOs/local actors collectively manage their activities and pooled resources around shared goals	Balcik et al. (2010), Balcik et al. (2019), Wankmüller and Reiner (2020), Grange et al. (2020)
Coordination	Top-down: A central actor coordinates supplies across regions	Bealt et al. (2016), Ruesch et al. (2022), Cozzolino et al. (2017), Abidi et al. (2015)	Peer-to-peer: Organisations loan and borrow stocks to address gaps	Balcik et al. (2019), Wankmüller and Reiner (2020), Frennesson et al. (2021)
Flexibility	Lower: Mandates and approval chains restrict rapid changes	Clarke and Campbell (2018), Mutebi et al. (2020), Kapucu and Garayev (2016)	Higher: Limited governance allows organisations to adapt to evolving situations	Mutebi et al. (2020), Kabra and Ramesh (2015), Balcik et al. (2019), Kwateng et al. (2022)
Efficiency	Strategic planning: Bulk procurement of supplies reduces cost but may delay deliveries	Cozzolino et al. (2017), Bealt et al. (2016), Jahre (2017), Baltas et al. (2025), Siawsh et al. (2021)	Adaptability: Local purchases address immediate needs but may incur higher costs per unit	Balcik et al. (2019), Mutebi et al. (2020), Kapucu and Garayev (2016)
Communication	Standardised: Resource use is reported to a central authority through formal systems	Cozzolino et al. (2017), Bealt et al. (2016), Jahre (2017), Baltas et al. (2025)	Real-time and collaborative: Shared platforms give live updates on needs and capacity	Ferraro and Iovanella (2015), Kapucu and Garayev (2016), Mutebi et al. (2020), Ergun et al. (2014), Kumar et al. (2022)
Technology Role	Centralised platforms: Inventory systems synchronise operations and track resource flows	Grange et al. (2020), Cozzolino et al. (2017), Vega and Roussat (2015)	Distributed systems: (e.g. UNHRD, mobile Apps) provide visibility and traceability while ensuring autonomy	Yates and Paquette (2011), Kapucu and Garayev (2016), Mutebi et al. (2020), Ergun et al. (2014), Kumar et al. (2022)
Resource Management	Centralised control over key assets: (e.g. transport) sets priorities and coordinates operations	Akhtar et al. (2012), Cozzolino et al. (2017), Vega and Roussat (2015)	Resource autonomy: Allows organisations to leverage their own assets and local knowledge for context-specific solutions	Balcik et al. (2010), Balcik et al. (2019), Wankmüller and Reiner (2020)

Dimension	Orchestration	Author	Choreography	Author
Control structure	Centralised: A lead actor (e.g. Cluster lead) oversees logistics and manages services and resources for partners	Akhtar et al. (2012), Grange et al. (2020), Cozzolino et al. (2017), Vega and Roussat (2015)	Decentralised: NGOs/local actors collectively manage their activities and pooled resources around shared goals	Balcik et al. (2010), Balcik et al. (2019), Wankmüller and Reiner (2020), Grange et al. (2020)
Coordination	Top-down: A central actor coordinates supplies across regions	Bealt et al. (2016), Ruesch et al. (2022), Cozzolino et al. (2017), Abidi et al. (2015)	Peer-to-peer: Organisations loan and borrow stocks to address gaps	Balcik et al. (2019), Wankmüller and Reiner (2020), Frennesson et al. (2021)
Flexibility	Lower: Mandates and approval chains restrict rapid changes	Clarke and Campbell (2018), Mutebi et al. (2020), Kapucu and Garayev (2016)	Higher: Limited governance allows organisations to adapt to evolving situations	Mutebi et al. (2020), Kabra and Ramesh (2015), Balcik et al. (2019), Kwateng et al. (2022)
Efficiency	Strategic planning: Bulk procurement of supplies reduces cost but may delay deliveries	Cozzolino et al. (2017), Bealt et al. (2016), Jahre (2017), Baltas et al. (2025), Siawsh et al. (2021)	Adaptability: Local purchases address immediate needs but may incur higher costs per unit	Balcik et al. (2019), Mutebi et al. (2020), Kapucu and Garayev (2016)
Communication	Standardised: Resource use is reported to a central authority through formal systems	Cozzolino et al. (2017), Bealt et al. (2016), Jahre (2017), Baltas et al. (2025)	Real-time and collaborative: Shared platforms give live updates on needs and capacity	Ferraro and Iovanella (2015), Kapucu and Garayev (2016), Mutebi et al. (2020), Ergun et al. (2014), Kumar et al. (2022)
Technology Role	Centralised platforms: Inventory systems synchronise operations and track resource flows	Grange et al. (2020), Cozzolino et al. (2017), Vega and Roussat (2015)	Distributed systems: (e.g. UNHRD, mobile Apps) provide visibility and traceability while ensuring autonomy	Yates and Paquette (2011), Kapucu and Garayev (2016), Mutebi et al. (2020), Ergun et al. (2014), Kumar et al. (2022)
Resource Management	Centralised control over key assets: (e.g. transport) sets priorities and coordinates operations	Akhtar et al. (2012), Cozzolino et al. (2017), Vega and Roussat (2015)	Resource autonomy: Allows organisations to leverage their own assets and local knowledge for context-specific solutions	Balcik et al. (2010), Balcik et al. (2019), Wankmüller and Reiner (2020)

Source(s): Authors' own work