Managing systemic risk in emergency management, organizational resilience and climate change adaptation

PurposeThis paper applies the theory of cascading, interconnected and compound risk to the practice of preparing for, managing, and responding to threats and hazards. Our goal is to propose a consistent approach for managing major risk in urban systems by bringing together emergency management, organisational resilience, and climate change adaptation.Design/methodology/approachWe develop a theory-building process using an example from the work of the Greater London Authority in the United Kingdom. First, we explore how emergency management approaches systemic risk, including examples from of exercises, contingency plans and responses to complex incidents. Secondly, we analyse how systemic risk is integrated into strategies and practices of climate change adaptation. Thirdly, we consider organisational resilience as a cross cutting element between the approaches.FindingsLondon has long been a champion of resilience strategies for dealing with systemic risk. However, this paper highlights a potential for integrating better the understanding of common points of failure in society and organisations, especially where they relate to interconnected domains and where they are driven by climate change.Originality/valueThe paper suggests shifting toward the concept of operational continuity to address systemic risk and gaps between Emergency Management, Organizational Resilience and Climate Change Adaptation.

Gig Work and the Pandemic: Looking for Good Pay from Bad Jobs During the COVID-19 Crisis

COVID-19 led to work hour reductions and layoffs for many Americans with wage/salary jobs. Some gig work, however, which is usually considered precarious, remained available. We examine whether people doing gig microtasks right before the pandemic increased their microtask hours during COVID-19 and whether those changes helped them financially. Using data from workers on Amazon’s Mechanical Turk platform from February, March, and April of 2020, we find that roughly one third of existing workers increased their microtask hours. Increases were larger for people who lost household income or wage/salary hours. Spending more time on microtasks, however, did little to help workers financially. Furthermore, the people most reliant on microtasks before the pandemic had worse financial outcomes than others. In short, even though microtask work might seem like a good way for people to recoup lost income during the pandemic, it was of limited utility even for the experienced workers in our sample. [ FROM AUTHOR] Copyright of Work & Occupations is the property of Sage Publications Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)