Natt Leelawat, Anawat Suppasri, Fumihiko Imamura. Disaster Recovery and Reconstruction Following the 2011 Great East Japan Earthquake and Tsunami: A Business Process Management Perspective[J]. International Journal of Disaster Risk Science, 2015, 6(3): 310-314. doi: 10.1007/s13753-015-0066-1
Citation: Natt Leelawat, Anawat Suppasri, Fumihiko Imamura. Disaster Recovery and Reconstruction Following the 2011 Great East Japan Earthquake and Tsunami: A Business Process Management Perspective[J]. International Journal of Disaster Risk Science, 2015, 6(3): 310-314. doi: 10.1007/s13753-015-0066-1

Disaster Recovery and Reconstruction Following the 2011 Great East Japan Earthquake and Tsunami: A Business Process Management Perspective

doi: 10.1007/s13753-015-0066-1
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and the editor and all four anonymous reviewers for their useful comments and suggestions.

The authors would like to acknowledge the Ministry of Education, Culture, Sports, Science and Technology, the Academy for Co-creative Education of Environment and Energy Science (ACEEES) of Tokyo Institute of Technology, and the International Research Institute of Disaster Science (IRIDeS) of Tohoku University for this research opportunity, as well as the Director of Disaster Prevention Division, the Chief of Planning Subdivision, Disaster Prevention Division, and the First Chief of Policy Division from the Tohoku Regional Bureau of the MLIT for their collaboration. The authors would also like to acknowledge Prof. Junichi Iijima and Iijima Laboratory (Tokyo Tech)

  • Available Online: 2021-04-26
  • 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.
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