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Images for management; more images...

Images, UC QuakeStudies

A photograph of a volunteer from the Wellington Emergency Management Office inspecting The Painted Room on Colombo Street. The roof of the building has caved in and can be seen inside the building through the smashed windows. The front facade has begun to peel away at the right. Wire fencing and tape has been used to create a cordon around the building.

Images, UC QuakeStudies

A photograph of signs on the windows of the Christchurch Art Gallery. The art gallery was used as the temporary Civil Defence headquarters after the 22 February 2011 earthquake. The signs read, "Today is Thursday 3 March 2011" and "Wash your hands!". In the background, emergency management personnel and a New Zealand Fire Service truck can be seen.

Images, UC QuakeStudies

A photograph of Tim Shadbolt, Mayor of Invercargill, talking to members of Civil Defence at Cowles Stadium on Pages Road. The stadium was set up as temporary accommodation for those displaced by the 4 September 2010 earthquake. To the left, volunteers from the Wellington Emergency Management Office are working in the reception area of the stadium.

Images, UC QuakeStudies

An earthquake-damaged road in north-east Christchurch. The manhole in the centre of the road has risen and a road cone has been placed in the centre to warn road users. Residents have piled liquefaction from their properties on the side of the road where it will be collection by road maintenance contractors.

Images, UC QuakeStudies

Liquefaction piled on the sides of a road in north-east Christchurch. The liquefaction has been dug out of the properties and piled on the side of the road to be collected by road maintenance contractors.

Images, UC QuakeStudies

A collapsed section of road in north-east Christchurch. In the background, residents have piled liquefaction from their properties on the side of the road where it will be collected by road maintenance contractors.

Images, UC QuakeStudies

Residents working to clear liquefaction from their properties in north-east Christchurch. The liquefaction has been piled on the side of the road where it will be collected by road maintenance contractors.

Images, UC QuakeStudies

A collapsed section of road in north-east Christchurch. In the background, residents have piled liquefaction from their properties on the side of the road where it will be collected by road maintenance contractors.

Research papers, University of Canterbury Library

Disasters are rare events with major consequences; yet comparatively little is known about managing employee needs in disaster situations. Based on case studies of four organisations following the devastating earthquakes of 2010 - 2011 in Christchurch, New Zealand, this paper presents a framework using redefined notions of employee needs and expectations, and charting the ways in which these influence organisational recovery and performance. Analysis of in-depth interview data from 47 respondents in four organisations highlighted the evolving nature of employee needs and the crucial role of middle management leadership in mitigating the effects of disasters. The findings have counterintuitive implications for human resource functions in a disaster, suggesting that organisational justice forms a central framework for managing organisational responses to support and engage employees for promoting business recovery.

Images, UC QuakeStudies

Deputy Administrator for Protection and National Preparedness at the Federal Emergency Management Agency, Tim Manning, photographed in front of rubble from the damaged Cranmer Courts on Montreal Street.

Research Papers, Lincoln University

On November 14, 2016 an earthquake struck the rural districts of Kaikōura and Hurunui on New Zealand’s South Island. The region—characterized by small dispersed communities, a local economy based on tourism and agriculture, and limited transportation connections—was severely impacted. Following the quake, road and rail networks essential to maintaining steady flows of goods, visitors, and services were extensively damaged, leaving agrifood producers with significant logistical challenges, resulting in reduced productivity and problematic market access. Regional tourism destinations also suffered with changes to the number, characteristics, and travel patterns of visitors. As the region recovers, there is renewed interest in the development and promotion of agrifood tourism and trails as a pathway for enhancing rural resilience, and a growing awareness of the importance of local networks. Drawing on empirical evidence and insights from a range of affected stakeholders, including food producers, tourism operators, and local government, we explore the significance of emerging agrifood tourism initiatives for fostering diversity, enhancing connectivity, and building resilience in the context of rural recovery. We highlight the motivation to diversify distribution channels for agrifood producers, and strengthen the region’s tourism place identity. Enhancing product offerings and establishing better links between different destinations within the region are seen as essential. While such trends are common in rural regions globally, we suggest that stakeholders’ shared experience with the earthquake and its aftermath has opened up new opportunities for regeneration and reimagination, and has influenced current agrifood tourism trajectories. In particular, additional funding for tourism recovery marketing and product development after the earthquake, and an emphasis on greater connectivity between the residents and communities through strengthening rural networks and building social capital within and between regions, is enabling more resilient and sustainable futures.