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首页> 外文期刊>International Journal of Disaster Risk Science >Disaster Recovery and Reconstruction Following the 2011 Great East Japan Earthquake and Tsunami: A Business Process Management Perspective
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Disaster Recovery and Reconstruction Following the 2011 Great East Japan Earthquake and Tsunami: A Business Process Management Perspective

机译：2011年东日本大地震和海啸后的灾难恢复与重建：业务流程管理的观点

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Abstract The Tohoku Regional Bureau (TRB) of the Ministry of Land, Infrastructure, Transport and Tourism (MLIT) performed various actions in response to the 2011 Great East Japan Earthquake and Tsunami. The total disaster recovery and reconstruction period is expected to last for 10?years, of which the first five years are regarded as the concentrated reconstruction period. As of 2013, a majority of the mega projects that involved restoration actions have been completed, which indicates a more effective rate of completion compared with the MLIT projects performed in normal non-disaster situations. This short article explains the management process of the recovery and reconstruction utilized by the TRB—an inter-organizational process—from a business process management (BPM) perspective and creates a simple organization construction diagram of the entire process. The study focused on the transactions and actor roles to identify their strengths. The findings indicate the utilization of different operational procedures in some parts of the process, the importance of liaison role, as well as some obstacles. The lessons learned from this analysis can assist managers and researchers in designing and managing restoration processes for future disasters.
机译：摘要国土交通省旅游局东北地区局（TRB）针对2011年东日本大地震和海啸采取了各种行动。灾难恢复和重建的总期限预计将持续10年，其中前五年被视为集中的重建时期。截至2013年，涉及恢复活动的大多数大型项目已经完成，这表明与在正常的非灾难情况下执行的MLIT项目相比，完成率更高。这篇简短的文章从业务流程管理（BPM）的角度解释了TRB利用的恢复和重建的管理过程（组织间过程），并创建了整个过程的简单组织结构图。该研究集中在交易和参与者的角色上，以确定其优势。调查结果表明，在流程的某些部分中使用了不同的操作程序，联络作用的重要性以及一些障碍。从此分析中汲取的教训可以帮助管理人员和研究人员设计和管理针对未来灾难的恢复过程。

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