Achieving disaster responsiveness under conditions of dysfunctional humanitarian environment: The role of coopetition and disaster preparedness

Abstract

In recent years, the increasing frequency and complexity of disasters—often occurring in environments marked by weak governance, limited resources, and fragmented coordination—have underscored the need for more resilient and adaptive humanitarian systems. In such settings, traditional competitive and siloed approaches among humanitarian organisations have proven inadequate. As a result, coopetition, which blends cooperation and competition, has emerged as a strategic model for enhancing disaster management outcomes. This study investigates the role of coopetition among humanitarian organisations in shaping disaster preparedness and disaster responsiveness within the context of a dysfunctional humanitarian environment, using Ghana as a case study. Guided by Cooperation Theory and Co-creation Theory, the research conceptualises preparedness and responsiveness as outcomes of interactive stakeholder engagements, where value is generated through shared goals, resource integration, and mutual influence, even in the face of institutional constraints. Data were collected through structured questionnaires administered to 235 professionals across governmental and non-governmental disaster management organisations. The analysis employed descriptive statistics and Partial Least Squares Structural Equation Modelling (PLS-SEM) to examine direct, mediated, and moderated relationships among the key constructs. The findings indicate that coopetition significantly enhances both disaster preparedness and responsiveness, with preparedness partially mediating the effect of coopetition on responsiveness. Moreover, the study finds that the dysfunctional humanitarian environment significantly moderates the relationship between coopetition and preparedness, highlighting how contextual barriers such as corruption, fragmented coordination, and resource mismanagement can shape collaborative outcomes. These insights affirm the relevance of co-creation and cooperation theories in explaining how inter-organisational collaboration under competitive pressures can foster adaptive capacity in disaster-prone and institutionally fragile contexts. The study advances theoretical understanding of coopetition in disaster management and provides practical guidance for humanitarian actors. Key recommendations include leveraging cooperative frameworks to build shared early warning systems, institutionalising trust-based governance mechanisms, and implementing transparent resource management strategies. The research offers valuable implications for policymakers, humanitarian practitioners, and organisational leaders seeking to strengthen disaster response systems in complex and dysfunctional environments.