Journal of Business Continuity & Emergency Planning Volume 8 Number 1
Applying business intelligence innovations
to emergency management
Jeffrey Schlegelmilch* and Joseph Albanese
Received (in revised form): 12th March, 2014
‘ National Center for Disaster Preparedness, Earth Institute, Columbia University
215 West 125th Street, Suite 303, New York, NY 10027
Tel: 001 646 845 2318; E-mail: js4645@columbia.edu
Jeffrey Schlegelmilch is Manager, International
& non-Healthcare Business Sectors, at Yale New
Haven Health System Center for Emergency
Preparedness and Disaster Response.
Joseph Albanese is Senior Scientific Advisor,
Yale New Haven Health System Center for
Emergency Preparedness and Disaster
Response, and Assistant Clinical Professor o f
Therapeutic Radiology and Pharmacology at
Yale School o f Medicine.
A bstract
The use o f business intelligence (BI) is common
among corporations in the private sector to
improve business decision making and create
insights fo r competitive advantage. Increasingly,
emergency management agencies are using tools
and processes similar to B I systems. W ith a
more thorough understanding o f the principles
o f B I and its supporting technologies, and a
careful comparison to the business model o f
emergency management, this paper seeks to pro­
vide insights into how lessons fro m the private
sector can contribute to the development o f effec­
tive and efficient emergency management B I
utilisation.
Keywords: business intelligence, emer­
gency management, emergency pre­
paredness
INTRODUCTION
Business intelligence (BI) may be defined
as a set of technologies used for collecting,
assimilating, analysing and transforming
primary data into meaningful information
for the purpose of informing, facilitating
and, in some cases, improving business
decision making. The raw data inputs for
BI may be derived from internal or exter­
nal sources, represent either structured or
unstructured data and include quantitative
Jeffrey Schegelmilch
(numerical) as well as qualitative (text-
based) data sources. 1
Early on, the internet, specifically the
world wide web, influenced the type, dis­
semination and sophistication of BI. In
recent years, the advent of tablet PCs and
mobile computers, ease of access to wire­
less networks, together with the availability
of data repositories, cloud applications and
visualisation software has continued to
spur the development of innovative BI
applications.2 The use of BI has become Joseph Albanese
common practice among corporations
and, as such, its concepts and applications
are taught in many professional education
programmes, whose target audience
includes private sector leaders in business
administration. Journal o f Business Continuity
& Emergency Planning
Emergency management is the disci­ Vol.8 No. l,p p . 31-40
© I lenry Stewart Publications,
pline of preventing the loss of life and 1749-9216
Page 31
Applying business intelligence to emergency management
p ro p e rty and re sto rin g services in an
affected area strick en by a disaster.
Individuals responsible fo r em ergency
m anagem ent include organisation-based
em ergency m anagers, em ployees o f public
agencies tasked w ith coo rdinating em er­
gency m anagem ent operations and those
o f federal agencies tasked w ith the devel­
o p m en t and m anagem ent o f national poli­
cies and strategic assets associated w ith
disaster readiness. This paper limits the def­
in itio n o f em ergency m anagem ent organ­
isations to state, c o u n ty o r m unicipal
em ergency m an ag em en t agencies. T h e
te rm ‘private sector businesses’ refers to
com panies that are privately ow ned by
n ongovernm ental organisations o r publi-
cally traded com panies, w hose principal
interests are o th er than those associated
w ith m anaging natural o r m an -m ad e
em ergencies.
This paper describes how the basic
principles o f BI and its su pporting tech ­
nologies m ay b e applied to em ergency
m anagem ent to facilitate critical decision
m aking and, ultimately, enhance disaster
prevention, m itigation, readiness, response
and recovery. R eco m m en d a tio n s are p ro ­
vided based o n lessons from th e private
sectors use o f BI, for the developm ent o f
B i-lik e technologies, w h ic h can assist
decision-m aking processes for em ergency
m anagem ent purposes.
METHODS
T h e analysis in this paper was co n ducted
by review o f the cu rren t evidence base on
topics related to BI and c o m p u ter infor­
m atio n systems. C o n te m p o ra ry e m er­
gency m anagem ent d o ctrin e published by
th e U S g o v ernm ent provided th e founda­
tio n for defining and understanding the
role and structure o f em ergency m anage­
m e n t agencies. In addition to these d o cu ­
m ents, queries using th e keyw ords
‘business in tellig e n ce’ and ‘em ergency
Page 32
m an ag e m en t’ w ere c o n d u c te d utilising
G oogle Scholar and W o rld C at jo u rn a l
search engines. R e le v a n t papers w ere
identified from the bibliographies o f
industry and peer-review ed publications,
as well as citations fo u n d in conference
presentations. A dditionally, a targ eted
search o f co rporate websites for additional
inform ation o n specific BI and em ergency
m anagem ent solutions w ere utilised as
needed.
This paper analyses outcom es o f studies
that have exam ined the application o f BI
in private industry and, as appropriate,
suggest a sim ilar application o f BI in
public service agencies responsible for
em ergency m anagem ent. T hese reco m ­
m endations are based o n parallels in th e
operational requirem ents o f private indus­
try and public service agencies. It should
be em phasised th at recom m endations for
the application o f BI in private service
agencies are solely based o n sim ilarities
that exist in the private industry; differ­
ences, even significant ones, are n o t c o n ­
sidered herein. As such, p ro p o sed
suggestions should be considered as a
starting p o in t fo r fu rth e r discussions
regarding the use o f BI for the purposes o f
em ergency m anagem ent decision m aking.
BI: OVERVIEW
W h ile the term s ‘data’, ‘in fo rm atio n ’ and
‘kno w led g e’ are often used interch an g e­
ably, as they relate to BI, there are subtle
distinctions. In B I, these term s represent
the various stages o f data m anipulation
along a co n tin u u m from seem ingly u n in ­
telligible data to usable inform atio n or
know ledge (see Figure 1).
T h e term ‘data’ refers to raw o r p rim ary
inform ation. As th e raw data are m an ip u ­
lated and given relevance in th e co n tex t o f
business operations (eg custom er profiling,
custom er support, m arket research, m arket
segm entation, p roduct profitability, statisti-

D e c is io n -M a k in g
S ynth es izin g
A n a lyzin g
S u m m a rizin g
O rg an izin g
C ollecting
Adapted from Breiter, A. and Light, D. (2006) ‘Data for school improvement: Factors for designing
effective information systems to support decision making in schools’, Educational Technology &
Society, Vol. 9, No. 3, pp. 203-217.
cal analysis and inventory and distribution
analysis, etc), they are transformed into
‘information’. The information is further
analysed and interpreted to drive decision­
making processes. At this stage, the infor­
mation is referred to as ‘knowledge’ or
‘usable information’. The transition from
raw data to knowledge generally requires
human analysis and subsequent application
to the organisation’s business process(es).3
BI incorporates various decision sup­
port systems (DSS),4 which are classified
into six broad categories: (1) model
driven, (2) data driven, (3) communica­
tions driven, (4) document driven, (5)
knowledge driven and (6) web-based.5
Regardless o f the DSS used in BI, all
require data. The data are extracted from
multiple sources, commonly using systems
o f integrated applications to manage the
business functions. For example, enterprise
resource planning systems and customer
relationship management systems are two
such systems employed to extract, convert
and integrate enterprise-specific data.
External sources such as websites, news
articles and industry analysis reports also
Schlegelmilch and Albanese
Figure 1
Transforming data
to knowledge
constitute potential data sources. These
data, too, must be collected and processed
into a usable structure that allows for com­
parison and analysis before it can be
manipulated to support managerial deci­
sion making.
Arguably, data warehouses form the
foundation of BI. Data warehouses are data
repositories designed to support an organi­
sation’s decision-making processes. A data
warehouse serves as one unified data model
in which data from various and varied
sources are compiled and organised in a
uniform manner. While well-designed data
warehouses offer the possibility to store
vast amounts of structured data, the data
alone do not immediately translate to
knowledge. Indeed, knowledge for
enhanced decision-making processes is
created once the data have been inter­
preted, typically after they have been sub­
jected to data mining. The goal o f data
mining is to discover potentially useful pat­
terns from data. Two common data-mining
techniques for finding hidden patterns in
data are classification (supervised learning)
and clustering (unsupervised learning)
Page 33
Applying business intelligence to emergency management
Figure 2 ESI
capabilities and Organizational
Bl Capabilites
Mem ory
tools.
- Data Warehousing
- Enterprise Resource
Planning
- Knowledge Repositories
Bl Tools and
- Digital Content
Technologies
Management tools
- Document Management
tools
Adapted from Sabherwal R. and Becerra-Fernandez, I. (2011) ‘Business Intelligence: Practices,
Technologies and Management’, Wiley, Hoboken, NJ, p. 1,801.
analyses, using naive Bayes classifier or k-
nearest neighbour and k-means, hierarchi­
cal clustering or density-based clustering
algorithms, respectively. ’ Other data-
mining approaches are sequence analysis,
association, regression and visualisation.7
The discovery of hidden patterns by
mining data stored in the organisations
data warehouse allows for the creation of
insight to guide the enterprise and business
operations and uncover valuable customer
information that can potentially lead to
competitive advantages.K,y
Various tools and technologies may be
utilised to facilitate capabilities associated
with Bl, namely: (1) organisational
memory, (2) information management, (3)
insight creation and (4) presentation.1
Examples of the tools that support each of
these capabilities are shown in Figure 2.
The creation of a Bl system requires
that companies are adept with information
technologies tools. Any company consid­
ering implementing Bl must also possess a
thorough understanding of its information
needs for decision support. Assuming that
these conditions are met, an organisation
must then define the scope of the Bl
system development and overall strategy,
identify the sources of data and then select
the appropriate Bl tools to manipulate the
data. At this point, the organisation can
design and implement the Bl system(s)
Page 34
Inform ation
Insight Creation Presentation
M anagem ent
- Online Analytical
- Text Mining tools Processing (OLAP) Tools
- Business Analytics Tools
- Web Mining tools - Visualization tools
- Data Mining
- Environmental Scanning - Digital Dashboards
- Real-time Decision Support
- Radio Frequency - Scorecarding tools
Identification - Business Process
Management Tools
and begin to make sense of the vast quan­
tities of dynamic information within and
across the enterprise.
Mega vendors, including Oracle, SAP,
Microsoft and IBM, offer comprehensive
solutions for nearly all Bl capabilities.
Companies such as SAS, TIBCO and
Actuate, whose products afford fewer
wide-ranging features than those that are
sold by mega vendors, still offer robust
applications for Bl purposes. Recently, the
IT industry, which produces virtually all
Bl applications, has undergone significant
consolidation. Larger vendors, particularly
the mega vendors, have acquired many of
the small and mid-size vendors in an
effort to expand Bl divisions and capture
larger shares of the Bl market (eg
Hyperion, Business Objects and Cognos
were acquired by Oracle, SAP and IBM
respectively).1
EMERGENCY MANAGEMENT
AGENCIES: MISSION AND
STRUCTURES
For private companies, government and
other public sector agencies, emergency
management has one of three goals. At the
organisational level, companies conduct
internal emergency preparedness and busi­
ness continuity activities to sustain essen­
tial operations in an emergency.

J o In l F ie ld O t t l r e
Federal A g tm le a and D epgrtm w ite'
SSS* “ * ^
C o o rd in atio n
C om m and
Source: US Department of Homeland Security and Federal Emergency Management Agency (2008)
‘National Incident Management Systems’ available at:
https://www.fema.gov/pdf/emergency/nims/NIMS_core.pdf (accessed 26th March, 2014).
E m ergency m anagem ent for public agen­
cies has th e same goal; how ever, readiness
activities em phasise th e p o ten tial for
responding to unanticipated needs o f a
disaster-stricken com m unity. For instance,
in response to a h u rricane clean-up, health
agencies m ust m aintain essential activities
(eg disease exposure follow -up), tem porar­
ily expand and enhance existing functions
(eg in sp ect restaurants after p o w e r is
restored to allow reopening) and, p o te n ­
tially, take o n entirely n ew operations typ­
ically assigned to o th e r agencies that,
because o f circum stances, are unavailable
to respond (eg wellness visits to residents
in h ig h-rise facilities, in the absence o f
electrical pow er). It should b e n o te d that
m any com panies also enhance th eir serv­
ices in response to w idespread disasters . 11
A th ird goal o f em ergency m anagem ent
involves th e co o rd in ation o f the disaster
Schlegelmilch and Albanese
Figure 3 Flow o f
requests and
assistance during
large-scale
« / / incidents
inlrjiatRle Mutual AW
In te rs ta te M utual Aid
fE M A C y P rlw a te S e c to rf
NGO A s s is ta n c e
L o c a H o -L o c a l
M utual A id /
P riu s ls S e c to r/
WOO Assistance
response and recovery activities b etw een
public and private sector agencies. From
th e perspective o f developing a BI system
to enhance jo in t decision m aking (the
focus o f this paper), this goal is perhaps the
m ost challenging.
E m ergency m anagem ent organisations
in th e U SA align preparedness and
response program m es w ith th e N ational
In c id e n t M an ag em en t System (N IM S)
and the N ational R esponse Fram ew ork
(N R F ). N IM S provides guidance and
standards fo r in cid en t m anagem ent,
w hereas the N R F provides th e national-
level architecture and policy for incident
m an ag em en t . 12,13 It is im p o rtan t to note
th at these guidance docum ents are n o t
operational resource allocation plans, play-
books o r procedure docum ents intended
to predefine response activities fo r any one
type o f em ergency incident.
Page 35
Applying business intelligence to emergency management
Figure 4 P la n n in g
Emergency
management T a k in g C o r r e c tiv e
O r g a n iz in g
A c tio n
preparedness cycle
ttin g
— \ Cycle
\
E x e rc is in g
/
E q u ip p in g
Source: United States, 2013 18
W h o le -o f-c o m m u n ity em ergency
response to a disaster involves a coalition
o f organisations that share overlapping
goals. R esponse organisations include var­
ious agencies from local, state and federal
governm ents that possess diverse capabili­
ties for responding to em ergencies, as well
as private sector orgam sations. In spite ot
co m m o n objectives, em ergency response
m andates for private and public response
organisations can vary significantly, based
o n the type, location and severity o f the
em ergency, and, as such, often conflict. In
o rd e r to m inim ise disorganisation and
m axim ise harm onisation o f response oper­
ations, em ergency m anagem ent agencies
(for exam ple, th e F ederal E m erg en cy
M anagem ent A gency (FEM A)) are tasked
w ith in teg ra tin g and co o rd in a tin g
response activities am ong and betw een
private and g o v ernm ent agencies. This
harm onisation o f response activities is car­
rie d o u t from provisional em erg en cy
o peration centres (see Figure 3).
W h ile the m odel for em erg en cy m an ­
ag em en t and business m an ag em en t m ay
seem in com patible at first glance, the
responsibilities are n o t unlike those faced
by m any co rp o ratio n s. M any m o d e rn
c o rp o ra tio n s c o n d u c t o p eratio n s from
cam puses th at are lo cated th ro u g h o u t th e
w orld. O fte n tim es, m any o f these busi­
Page 36
ness units are subsidiaries, franchises or
o th e r sem i-au to n o m o u s business units.
F urther, these facilities rely o n a n e tw o rk
T rain
o f suppliers, channel p artn ers and o th e r
resource an d sales relationships.
E m erg e n cy m an ag e m en t agencies also
have interactions w ith suppliers (eg cots
and meals for shelters), su b -co n tracto rs
(eg tree rem oval services) and cu sto m er­
facing p artn ers (eg A m erican R e d Cross
op erated em ergency shelters) com parable
to those o f a p aren t com pany to its off­
site business units.
C onceptually, the em ergency m anage­
m en t process parallels that o f the business
developm ent cycle. F or instance, b o th th e
em ergency m an ag em en t and business
dev elo p m en t processes follow iterative
cycles o f activities th at include planning,
organising, training, equipping, exercising,
evaluating and taking corrective action
(see Figure 4 ).15 In this respect, b o th
processes m ake allowances for continuous
quality im provem ent.
It is reasonable to consider em ergency
m an ag em en t agencies as n etw o rk ed
organisations. T hese organisations include
form al and inform al com m unication n et­
works and are designed for optim al flexi­
bility and adaptability for dynam ic or
uncertain environm ents (such as disas­
ters).16 T h e ir structure relies o n netw orks
and pow er is distributed across th eir n e t­
w ork. As a result, the n etw o rk is ideally
suited to respond to u n ex p ected events,
bu t is inherently difficult to apply rigid
standards and accountability for tactical
systems.3
EMERGENCY MANAGEMENT
‘INTELLIGENCE’ SYSTEMS
In recent years, there has b een a grow ing
d em an d for softw are program s w h ich
facilitate collaboration across responding
agencies and organisations, allow users to
track resources and access critical in fo rm a-

tion over networks and centralised data
repositories. For the purpose of providing
the reader with context regarding the
potential (and necessity) for developing
emergency management systems that will
enhance emergency management deci­
sion-making processes (much like BI sys­
tems enhance business decision-making
processes), an overview of emergency
management systems currently in use and
their salient capabilities is given below. For
the purposes of the discussion, no identify­
ing information for these systems is
included and they are referred to as system
A, system B and system C.
EM E R G E N C Y M A N A G E M E N T
SY STE M S
Below is a summary of three of the sys­
tems in use today.
System A
System A is perhaps the most widely used
platform. It includes resource status boards
and offers solutions for integrating with
FEMA standard emergency management
forms, volunteer management and other
data-driven resource planning tools.
While, in part, system A’s popularity
among emergency management agencies
is based on its early market entry, the
system’s capability to make stored data
readily available to emergency response
agencies provides a competitive advantage
over other systems. The system is hindered
by a laborious (and antiquated) process for
data entry, which requires the user to enter
data manually, rather than allowing auto­
matic data entry (eg automatic form entry,
data capture, etc). For instance, entering
hospital bed status information requires
that users define the bed types that will be
required for a medical surge situation and
then manually enter information (eg bed
numbers, type) at specified time periods.
The capability to easily and routinely
Schlegelmilch and Albanese
automate and customise data uploads to
the system would be preferable. While this
feature does in fact exist in the current
version of the system, it is rarely employed
by users due to the cost and difficulty in
creating data links with multiple organisa­
tions that invariably employ different data
standards. System A has in the past
required the purchase of hardware but is
currently offered as a software as a service
(SaaS).
System B
System B was developed by a small IT
consulting firm and takes advantage of
new technologies, such as mobile plat­
forms and innovations in cloud-based
computing. The product is offered as a
SaaS. System B offers similar capabilities as
system A but, unlike system A, it is capable
of data transfers from multiple mobile
platforms, specifically smartphones and
hand-held PCs (tablets). In addition,
system A includes rudimentary project
management modules to allow users to
create dynamic response plans. This func­
tions much like a dashboard, in which
information continually changes as the
event unfolds.
System C
System C is similar to system A in its size
and popularity of use. System C, however,
contains several additional products devel­
oped to promote situational awareness,
situational response and secure communi­
cations and collaboration. One of it main
features is that it meets the US
Department of Homeland Security cloud
security standards for handling controlled
unclassified information, ‘for official use
only’ information and law enforcement
sensitive information. The company that
produces this solution is also a Microsoft
Partner for Collaboration and Content.
Like other emergency management appli­
cations, it is offered as a SaaS.
Page 37
Applying business intelligence to emergency management
Table 1: C o m p a riso n o f BI capabilities
B I capability element Private industry
Organisational mem ory Data warehousing
Enterprise resource planning
Knowledge repositories
Digital content management tools
D ocum ent management tools
Information management Business analytics tools
Data mining
Real-tim e decision support
Insight creation Text mining tools
Web mining tools
Environmental scanning
Radio frequency identification
Presentation Online analytical processing tools
Visualisation tools
Digital dashboards
Scorecarding tools
Business process management tools
DYNAMICS OF EMERGENCY
MANAGEMENT SYSTEMS
M ost com m ercially available em erg en cy
m an ag em en t systems are offered as a
SaaS. T h is is likely because o f the lack o f
IT standards across organisations th at
respond to em ergencies and the n eed to
access th e system from m ultiple locations
an d devices. T h e SaaS m o d el also obviates
th e n ee d fo r em erg en cy m an ag em en t
agencies to develop and m ain tain a robust
IT infrastructure (hardw are, softw are and
personnel). It should be n o te d th at the
full capabilities o f th e systems in use are
likely g reater th an w h a t is b ein g realised
at th e user level. In practice, th e ir use is
o ften restricted to w eb-based discussion
forum s (chat room s) and a few dash­
boards w ith lim ited o r n o n -e x iste n t d rill­
d o w n capabilities.
In the cu rren t environm ent, in order to
m anage the data collection and analysis,
em erg en cy m an ag em en t organisations
require at least o n e analyst w h o is fam iliar
w ith the data-entry system and w hose sole
Page 38
Emergency management
Forms and logs
Incident after action reports
Financial tracking/expenditures
Assistance requests
Information aggregators
Data aggregators
— Manual
— Automated (emerging capability)
Text mining capabilities (emerging
capability)
Text feeds
Resource status boards
responsibility is to collect and d o cu m en t
on-scene disaster-related in form atio n . A t
least o n additional analyst th e n required to
m anage th e inflow o f data and to ensure
th at the in fo rm atio n is properly updated
and dissem inated in a tim ely m anner.
R elative to BI m odels and the im p o r­
tance placed o n th em to guide business
decision m aking, n o n e o f the em ergency
m anagem ent technologies discussed above
is afforded the same significance for em er­
gency m anagem ent decision m aking, p er­
haps because n o n e approaches sim ilar
levels o f sophistication required for such a
task. Table 1. provides a side-by side co m ­
parison o f private industry and em ergency
m anagem ent, based o n th e B I capabilities
illustrated in Figure 2.
CONCLUSIONS AND FUTURE
DEVELOPMENT
T h e application o f BI for em erg en cy
m anagem ent agencies appears to over­
em phasise the aggregation and consolida-

tion o f inform ation for static presentation.
It under-emphasises the requirements for
data m anagem ent and insight creation.
Further, the sophistication o f the em er­
gency m anagement BI platforms is typi­
cally lim ited to two-dim ensional analysis
o f data using cumbersome processes, such
as end-user upload a n d /o r manual entry.
Arguably, technology is not the limiting
factor in designing efficient systems. T he
same technology that is used to develop BI
models is also available to develop emer­
gency m anagem ent decision-m aking
applications. A second obstacle is the lack
o f familiarity that emergency response
agencies have w ith data-processing
requirements for BI systems and how to
use the knowledge generated for insight
creation and decision-m aking purposes.
T he development o f systems to aid deci­
sion-m aking processes in emergency m an­
agement using BI principles w ould benefit
from a comprehensive developm ent
process that is guided and endorsed by
authoritative em ergency m anagem ent
agencies (such as FEMA), and gradually
integrated into the preparedness cycle and
partner organisations. For instance, a careful
review o f decision-m aking processes
during real or simulated emergencies and
types o f inform ation solicited during the
planning and organising phases o f pre­
paredness could better inform w hat data
elements are required for the development
o f a rigorous decision-support system
based on the private sector BI model. This
could also inform the development o f
dashboards w ith drill-dow n capabilities
and other analytic tools to support decision
making and insight creation in real time.
Partnerships w ith vendors that offer
mature and robust BI models may also
provide an avenue for developing em er­
gency m anagem ent systems to facilitate
decision making. T he entry o f these com ­
panies into the em ergency m anagement
m arket w ould introduce additional capa­
Schlegelmilch and Albanese
bilities, com petition and impetus. Finally,
as new er technologies becom e m ore
affordable and widely disseminated, m ore
options for data integration and analysis
will becom e available. This includes alter­
natives to cumbersome data warehouses
and m ore affordable options for text
m ining and other autom ated tools that can
integrate disparate data sources in near real
time.
A cknowledgments
The authors wish to acknowledge the
Connecticut Department of Public Health and
Yale New Haven Health System for their
continued support of the Yale New Haven
Health System Center of Emergency
Preparedness and Disaster Response. The
authors are grateful to James Paturas of the Yale
New Haven Health System Center for
Emergency Preparedness and Disaster
Response for his critical review of the
manuscript. Any opinions expressed in this
paper are those of the authors and do not
necessarily reflect those of the Yale New
Haven Health System or its affiliates.
R eferences
(1) Sabherwal, R. and Becerra-Fernandez, I.
(2011) ‘Business Intelligence: Practices,
Technologies, and Management’,Wiley,
Hoboken, NJ.
(2) Chen, H. C., Chiang, R. H. L. and
Storey,V. C. (2012) ‘Business intelligence
and analytics: From big data to big
impact’, Mis Quarterly,Vol. 36, No. 4,
pp. 1165-1188.
(3) Pearlson, K. and Saunders, C. S. (2013)
‘Managing and Using Information
Systems: A Strategic Approach’,John
Wiley & Sons, Hoboken, NJ,
(4) Holstein, W. K. and Crnkovic,J. (2005)
‘Measurement issues in decision support
systems’, Encyclopedia of Information
Science and Technology,Vol. IV,
p p .1906-1911.
(5) Hedgebeth, D. (2007) ‘Data-driven
decision making for the enterprise: an
overview of business intelligence
Page 39
Applying business intelligence to emergency management
applications’, VINE,Vol. 37, No. 4,
pp. 414—420.
(6) Albanese, J., Martens, K., Karanitsa, L.V.,
et al. (2007) ‘Multivariate analysis of
low-dose radiation-associated changes in
cytokine gene expression profiles using
microarray technology’, Experimental
Hematology,Vol. 35, No. 4 (Suppl. 1),
pp. 47—54.
(7) Han,J. and Kamber, M. (2006) ‘Data
mining: Concepts and Techniques’. 2nd
edn. Morgan Kaufmann Publishers,
Burlington, MA.
(8) Inmon, W. H. (1996) ‘The data
warehouse and data mining’,
Communications of the ACM, Vol. 39,
No. 11, pp. 49-50.
(9) Moayer, S. and Gardner, S. (2012)
‘Integration of data mining within a
strategic knowledge management
framework: A platform for competitive
advantage in the Australian mining
sector’, International Journal ofAdvanced
Computer Science and Applications, Vol. 8,
No. 3, pp. 67-72.
(10) Olszak, C. M. and Ewa, Z. (2007)
‘Approach to building and implementing
business intelligence systems’,
Interdisciplinary Journal of Information,
Knowledge, and Management,Vol. 2,
pp. 134-148.
Page 40
(11) Horwitz, S. (2009) ‘Wal-Mart to the
rescue: private enterprise’s response to
Hurricane Katrina’, The Independent
Review,Vol A3, No. 4, pp. 511-528.
(12) US Department of Homeland Security
and Federal Emergency Management
Agency (2008) ‘National Incident
Management System’, available at:
https://www.fema.gov/pdf/emergency/
nims/NIMS_core.pdf (accessed 26th
March, 2014).
(13) US Department of Homeland Security
(2008) ‘National response framework’,
available at: http://purl.access.gpo.gov/
GPO/LPS91897 (accessed 26th March,
2014).
(14) FEMA (2011) ‘A Whole Community
Approach to Emergency Management:
Principles, Themes, and Pathways for
Action’, available at:
http:/ / www.emd.wa.gov/ about/
documents/FEMA_Whole_Community.
pdf (accessed 7th March, 2014).
(15) FEMA (2013) ‘Preparedness’, available at
http:/ / www.fema.gov/preparedness-0
(accessed 11th October, 2013).
(16) Camarinha-Matos, L. M. (2009)
‘Collaborative networked organizations:
Status and trends in manufacturing’,
Annual Reviews in Control,Vol. 33,
pp. 199-208.
Copyright of Journal of Business Continuity & Emergency Planning is the property of Henry
Stewart Publications LLP 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.