Aftermath of the Tsunami Restoration Essay

Creative Destruction as well as the Aftermath of the Tsunami: Recovery of The southern part of Sri Lankan Small Business in the Face of Inertia

Doctor C. Travis A. Perera

Senior Specialist, Entrepreneurship, Business Development & Operations Supervision

Postgraduate Company of Managing, Sri Lanka

Phone number: 94-777 756 109

Fax number: 94-11-2689643

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In the 5th Foreign Entrepreneurship Online community held in Hat Town, South Africa from Sept 07-09-2005

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Creative Destruction and the Consequences of the Tsunami: Recovery of Southern Sri Lankan Small company in the Face of Inertia

Dr . Travis Perera Ph. D (Sri. J. ), MBA (Sri. J. )

Senior Expert, Postgraduate Institute of Managing

University of Sri Jayewardenepura


The Tsunami of December dua puluh enam, 2004 murdered over 35, 000 in Sri Lanka, made 400, 1000 people jobless and destroyed the economy simply by 6. five per cent. The physical damage is around US$1. 5billion, reconstruction costing $ two bn.. In the Sri Lanka Development Forum in May 16, 2005 donors fully commited US$ installment payments on your 2 billion for renovation. In Schumpeterian terms the scene signifies opportunities to get creativity and innovation. In Lacanian terms, however , the true is more intricate than truth.

Although internet marketers are option seekers, consider risk and thrive in uncertainty, plus the supportive environment in Ceylon (veraltet) is more encouraging now than in the past, alignment of competency and institutional support is not really fully realized for required recovery and growth.

This issue is analyzed by returning to Inertia Theory for understanding entrepreneurial masse, Network Theory for discussion of environment and entrepreneur, and Theory on Devastation Management to understand stage related issues.

Normal Disasters just like the Asian Tsunami have a high impact on sector, and while research is lacking in this place it is in addition in relation to small enterprise. As such, the objective of this paper is to offer insight into the present recovery procedure and to long term preparedness for small business administration following natural disaster. The methodology adopted involves a survey of at least 89 Sri Lankan small businesses affected by the recent Tsunami who will be in the process of recovery. The first process adapted by the Postgraduate Institute of Management in Sri Lanka of participation, declaration and creating systems can be utilized.


The Impact of the Tragedy

Systems Theory implies through its guidelines of homeostasis, requisite variety and equifinality that following a change in the surroundings, depending on its inherent standard of complexity, the device would react to the alter, adapt to the modern complexity with the environment, and move into improved forms. (Sagasti, 1970. ) In the same vein, Hisrich and Peters (1998); Kottler (1997); Tyebjee, Bruno and McIntyre (1983); and Stevenson (1983) talk of how good organizations interact to environmental uncertainty through advancement and creativeness. According to Schumpeter (1951) environmental uncertainty is the desired environment from the entrepreneur, and ‘Entrepreneurship…consists of doing things that are generally not really done in the ordinary course of business things: this can be a phenomenon that comes within the wider element of leadership' and it requires habit ‘that includes (1) motivation taking, (2) the organizing or reorganizing of sociable economic components to turn solutions and scenarios into practical account, and (3) the acceptance of risk of failure' (Shapero, 75. ) This sort of resources were no doubt present in the form of local and foreign contributor and useful resource persons volunteering for the main cause. The restoration patterns of entrepreneurs troubled by the Tsunami shows various rates. If perhaps they have entrepreneurial competencies, in the event the tsunami supplied a challenge to them, of course, if resources can be obtained, why in that case should generally there be different recovery rates?

Three likely causes could possibly be conceptualized coming from existing knowledge...

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Kotler, Philip, Marketing Management: Analysis, Planning, Implementation and Control, Uppr Saddle Riv, NJ: Prentice Hall. 97


Sagasti, Fransisco; A Conceptual and Taxonomic Platform for the Analysis of Adaptive Behaviour; General Devices, Volume XV,

1970, pp

Shapero, Albert; Entrepreneurship and Economic Development; Project ISEED, Ltd, (Milwaukee, WI: Middle for Venture Management,

Summer season 1975) pp

Schumpter, Joseph; Change as well as the Entrepreneur; in Essays of J. A. Schumpeter, education. Richard Versus. Clemence, (Reading, MA: Addison

Wesley, 51. ) 255

Tyebjee, Tyzoon T., Albert V. Accigliato and Shelby H McIntyre (1983), An expanding Venture Can easily Anticipate Advertising Stages, Harvard

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Vesper, Karl L.; New Venture Strategies; Prentice-Hall, Inc., Englewood Cliffs, And. J., 80, quoted in Sandberg (1986)

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