Table 2 Effect on digital humanitarian... | Emerald Publishing

Table 2

Effect on digital humanitarian during pandemic (COVID-19)

Variables	Description	References
Crowdsourcing digital disaster response	Preparedness planning and COVID-19 response practices emerged as the key humanitarian activity (HA) among humanitarian actors	Abdulhamid et al. (2021)
Usage of big data	Realigning the communicating with teams, stakeholders and communities during COVID-19. It aims to maintain transparency, demonstrate the vulnerability and build resilience among humanitarian organization	Fadiya et al. (2014), Sharma and Joshi (2019), Nagendra et al. (2020) and Swaminathan (2018)
Humanitarian crisis reporting	Empowerment of the stakeholders helps humanitarian organizations to identify clear vision, competency and coordination across all levels. It also enhances the pandemic preparedness for effective response	Chernobrov (2018), Marmot et al. (2022) and Lawson (2021)
Role of digital volunteers	Risk communication across stakeholder brings transparency and pro-activeness to the pandemic situation. A low level of communication or broadcast of erroneous information may result in distrust among stakeholders	Smith et al. (2021) and Safary et al. (2021)
Collaborative mapping	Adoption of information resourcing activities and information behavior adaptation activities can meet the aims of humanitarian operations	Givoni (2021) and Schröder-Bergen et al. (2021)
Usage of social media	To ensure responsibility, participation and collaboration, the structure of governance becomes more agile and adaptive during pandemic times	McCosker et al. (2021) and Woods and Shee (2021)
Trust among humanitarian actors	Competency-based teaching approach can improve the intercultural pandemic training among the stakeholders. The empowered stakeholders can further improve interdisciplinary integration and enhance the overall operational effectiveness	Bryant (2022) and Jurko (2022)
Information system	Triple As' enabled – Information Planning Information System should aim to address' challenges faced by humanitarian organizations (HOs) and their unique missions, value generation processes and resource base for improving performance	Dubrovina et al. (2021), Joshi et al. (2022) and Winarno et al. (2021)
Digital humanitarian network design	Digital Humanitarian Networks ensure participative management and real-time information flow that uses big data for the humanitarian response for effective relief operations	Malisova and Stavrakis (2022) and Nazir et al. (2021)
Maintaining essential health services	The availability of essential medications, equipment and supplies are to be managed	Coulibaly-Zerbo et al. (2021) and LeFevre et al. (2021)
Inter-organizational coordination and collaboration	Collaborative planning for pandemic response through cooperation, interaction and collaboration among relief agencies	Deepu and Ravi (2021) and Saikouk et al. (2021)
Multi-modal transportation	Robust transportation can enhance post-pandemic recovery. Usage of multi-modal transportation can connect all supply nodes, affected areas and logistics operational areas	Godin and Donà (2021) and Lehmacher et al. (2021)
Surveillance for vulnerable groups	It aims to limit the spread of the pandemic in vulnerable groups (children, women and the old-age population). It is a critical factor as it enables rapid detection, isolation, testing and management. Surveillance is essential to monitor the mid-term and long-term COVID-19 spread in the vulnerable group and also to understand the change in the architecture of the virus and its symptoms	Roberts and Faith (2021), Weitzberg et al. (2021) and Sharma et al. (2022c)
Infection prevention and control	IPC is required for patient safety and quality. It is needed at every health care counter for patients and health worker	Kamara et al. (2022)
Human security	Protecting human life especially vulnerable groups by involving local government and partners can increase the operational effectiveness of Humanitarian Operations	Sitsinska et al. (2021), Richmond and Visoka (2021), Bryant (2022) and Sharma et al. (2022d)
Societal response	It is the collective efforts of Humanitarian Organizations, the corporate world, government, and the community to fight collectively against the COVID-19 situation. Based on the principle of “Respond, Recover and Rebuild” the societal response to the COVID-19 pandemic is a continuous improvement process	Lawson (2021)

Variables	Description	References
Crowdsourcing digital disaster response	Preparedness planning and COVID-19 response practices emerged as the key humanitarian activity (HA) among humanitarian actors	Abdulhamid et al. (2021)
Usage of big data	Realigning the communicating with teams, stakeholders and communities during COVID-19. It aims to maintain transparency, demonstrate the vulnerability and build resilience among humanitarian organization	Fadiya et al. (2014), Sharma and Joshi (2019), Nagendra et al. (2020) and Swaminathan (2018)
Humanitarian crisis reporting	Empowerment of the stakeholders helps humanitarian organizations to identify clear vision, competency and coordination across all levels. It also enhances the pandemic preparedness for effective response	Chernobrov (2018), Marmot et al. (2022) and Lawson (2021)
Role of digital volunteers	Risk communication across stakeholder brings transparency and pro-activeness to the pandemic situation. A low level of communication or broadcast of erroneous information may result in distrust among stakeholders	Smith et al. (2021) and Safary et al. (2021)
Collaborative mapping	Adoption of information resourcing activities and information behavior adaptation activities can meet the aims of humanitarian operations	Givoni (2021) and Schröder-Bergen et al. (2021)
Usage of social media	To ensure responsibility, participation and collaboration, the structure of governance becomes more agile and adaptive during pandemic times	McCosker et al. (2021) and Woods and Shee (2021)
Trust among humanitarian actors	Competency-based teaching approach can improve the intercultural pandemic training among the stakeholders. The empowered stakeholders can further improve interdisciplinary integration and enhance the overall operational effectiveness	Bryant (2022) and Jurko (2022)
Information system	Triple As' enabled – Information Planning Information System should aim to address' challenges faced by humanitarian organizations (HOs) and their unique missions, value generation processes and resource base for improving performance	Dubrovina et al. (2021), Joshi et al. (2022) and Winarno et al. (2021)
Digital humanitarian network design	Digital Humanitarian Networks ensure participative management and real-time information flow that uses big data for the humanitarian response for effective relief operations	Malisova and Stavrakis (2022) and Nazir et al. (2021)
Maintaining essential health services	The availability of essential medications, equipment and supplies are to be managed	Coulibaly-Zerbo et al. (2021) and LeFevre et al. (2021)
Inter-organizational coordination and collaboration	Collaborative planning for pandemic response through cooperation, interaction and collaboration among relief agencies	Deepu and Ravi (2021) and Saikouk et al. (2021)
Multi-modal transportation	Robust transportation can enhance post-pandemic recovery. Usage of multi-modal transportation can connect all supply nodes, affected areas and logistics operational areas	Godin and Donà (2021) and Lehmacher et al. (2021)
Surveillance for vulnerable groups	It aims to limit the spread of the pandemic in vulnerable groups (children, women and the old-age population). It is a critical factor as it enables rapid detection, isolation, testing and management. Surveillance is essential to monitor the mid-term and long-term COVID-19 spread in the vulnerable group and also to understand the change in the architecture of the virus and its symptoms	Roberts and Faith (2021), Weitzberg et al. (2021) and Sharma et al. (2022c)
Infection prevention and control	IPC is required for patient safety and quality. It is needed at every health care counter for patients and health worker	Kamara et al. (2022)
Human security	Protecting human life especially vulnerable groups by involving local government and partners can increase the operational effectiveness of Humanitarian Operations	Sitsinska et al. (2021), Richmond and Visoka (2021), Bryant (2022) and Sharma et al. (2022d)
Societal response	It is the collective efforts of Humanitarian Organizations, the corporate world, government, and the community to fight collectively against the COVID-19 situation. Based on the principle of “Respond, Recover and Rebuild” the societal response to the COVID-19 pandemic is a continuous improvement process	Lawson (2021)