There is growing expectation that local volunteers will play a more integrated role in disaster response, yet emergent volunteer groups are often ‘outsiders’ to crisis management. Questions have been raised, therefore, about how emergent groups can forge relationships with established response agencies. This paper analyses how the Student Volunteer Army, as an emergent group, gained ‘authority to operate’ after the earthquakes in Canterbury, New Zealand, in 2010–11. It traces how the volunteers accrued authority through multiple sources of permission and credibility and demonstrates the possibility for established response agencies and emergent groups to generate impactful and mutually supportive relationships. However, the analysis also points to two interrelated tensions that can arise, regarding the terms by which emergent groups are recognised, and the ‘distance’ considered necessary between the two parties. The discussion considers the implications for inclusiveness, risk, and responsibility of further integrations of emergent volunteers in disaster response.

中文翻译：

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获得“经营权”：学生领导的紧急志愿者和坎特伯雷地震中建立的响应机构

人们越来越期望当地志愿者将在灾害响应中发挥更加综合的作用，但新兴的志愿者团体往往是危机管理的“局外人”。因此，人们提出了关于新兴团体如何与已建立的响应机构建立关系的问题。本文分析了 2010-11 年新西兰坎特伯雷地震后，学生志愿军作为一个新兴团体如何获得“行动权”。它追溯了志愿者如何通过多种许可和可信度来源获得权威，并展示了已建立的响应机构和新兴团体建立有影响力和相互支持的关系的可能性。然而，该分析还指出了可能出现的两种相互关联的紧张关系，即关于识别新兴群体的术语，以及双方认为必要的“距离”。讨论考虑了紧急志愿者在灾难响应中进一步整合对包容性、风险和责任的影响。