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Why vulnerability matters: Exploring the merit of an inclusive disaster reduction concept

David A. McEntire (Emergency Administration and Planning Department of Public Administration, University of North Texas, Denton, Texas, USA)

Disaster Prevention and Management

ISSN: 0965-3562

Article publication date: 1 April 2005

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Abstract

Purpose

The following conceptual exposition is presented in light of the growing number of scholars who indicate need for a comprehensive and coherent approach to disaster reduction, while practitioners seem to be continually faced with dynamic and seemingly contradictory goals and strategies.

Design/methodology/approach

This article reviews arguments from an assorted collection of literature in order to increase theoretical understanding of disasters and attempts to integrate various concepts, paradigms and policy proposals.

Findings

The discussion points out the strengths and weaknesses of alternative viewpoints about disasters, and suggests that a broad conceptualization of vulnerability may be best suited to assimilate findings for academia and simplify policy guidance for professionals in the field.

Research limitations/implications

Because this is a cursory exploration of the casting of vulnerability management in terms of liability reduction and capacity building, additional research on the matter will undoubtedly be needed. Nonetheless, it is hoped that this article may pull together diverse academic frameworks, in order to avert recurring mistakes among those designing and implementing policy.

Originality/value

By updating the author's prior work in this area with additional considerations regarding the natural hazards, civil defense, risk management and homeland security schools, this article may be useful for scholars and practitioners interested in reversing the trend of more frequent and intense disasters.

Keywords

Citation

McEntire, D.A. (2005), "Why vulnerability matters: Exploring the merit of an inclusive disaster reduction concept", Disaster Prevention and Management, Vol. 14 No. 2, pp. 206-222. https://doi.org/10.1108/09653560510595209

Publisher

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Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

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