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Disaster occurrence and intensity has heightened as a result of anthropocentricism. This paper consolidates the various intrinsic and extrinsic motivations of NGOs. It investigates corporate philanthropy by corroborating the data of existing literature.
Disaster occurrence and intensity has heightened as a result of anthropocentricism. This paper consolidates the various intrinsic and extrinsic motivations of NGOs. It investigates corporate philanthropy by corroborating the data of existing literature.
Disaster occurrence and intensity has heightened as a result of anthropocentricism. This paper consolidates the various intrinsic and extrinsic motivations of NGOs. It investigates corporate philanthropy by corroborating the data of existing literature.
This paper consolidates the various intrinsic and extrinsic motivations of
nongovernmental organizations (NGOs) throughout the lifecycle of a natural disaster. Disaster occurrence and intensity has heightened as a result of anthropocentricism requiring more aid funding agencies to be established worldwide. It investigates corporate philanthropy by corroborating the data of existing literature reviews and empirical studies. Intrinsically, self-efficacy and compassion drive humanitarian efforts, as supported by the person-relative-to-event theory (PrE), the protection action decision model (PADM) and vested-interest theory. Stakeholders of a firm and regionalization extrinsically impact the motives of an organization, as the stakeholder theory, agendasetting theory and corporate social responsibility data reports suggest. The hypothesis states while current precedent in humanitarian aid supports participation in relief, the paradigm is shifting to support mitigation and planning of disasters. Furthermore, we analyze strategic corporate engagement applied by firms in sizeable natural disasters. Corporate philanthropy disaster response (CPDR) contributes more humanitarian aid than does governmental bodies and private donors. In the second section, a disaster mitigation and recovery brief on hazard plans of governments, international organizations, NGOs, private sectors and citizens in the San Francisco Bay Area is developed. This is achieved with the application of The Hyogo Framework for Action (HFA). The 12 components of this framework are expanded on with application of real organizations and initiatives that the Bay Area adapted into their overall strategy. This work contributes to the research that aims to effectively organize, provide resources and unify humanitarian aid initiatives globally.