Involvement in emergency supply chain for disaster management: A cognitive dissonance perspective

Yogesh K. Dwivedi*, Mahmud Akhter Shareef, Bhasker Mukerji, Nripendra P. Rana, Kawaljeet Kaur Kapoor

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review


An integrated process, interlinked operation and interoperable communication network amongst operating agencies are critical for developing an effective disaster management supply chain. The traditional managerial problems observed across disaster management operations are: non-cooperation among members, disrupted chain of commands, misuse of relief items, lack of information sharing, mistrust and lack of coordination. This study aims to understand the issues affiliated with negative attitude towards disaster management operations using theory of cognitive dissonance. A qualitative investigation was undertaken across 64 districts in Bangladesh. Five constructs were examined for their influences on attitude and behavioural intention of members participating in government emergency supply chain for disaster management. The results indicate that administrative conflict, political biasness and professional growth have significant effects on attitude. Impact of insecurity is non-significant on attitude. This research offers substantial theoretical contribution to the cognitive dissonance theory in the context of disaster management supply chain.

Original languageEnglish
Pages (from-to)6758-6773
Number of pages16
JournalInternational Journal of Production Research
Issue number21
Early online date21 Sept 2017
Publication statusPublished - 1 Jan 2018


  • Administrative conflict
  • Attitude
  • Cognitive dissonance theory
  • Disaster management
  • Emergency supply chain
  • Organisational behaviour


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