Suchergebnisse

Abstract
Natural and technical disasters are abrupt and have a huge impact on relatively broad regions, yet little research has examined how local organizations overcome institutional collective action dilemmas in collaborative emergency management. Since simply participating in collective agreements and adopting coordination plans are inadequate for achieving effective collaboration in emergency situations, this research aims to test whether organizations' decisions to engage in joint emergency programs are sufficient for building resilient emergency response networks. We systemically design a Heckman selection model with two stages by utilizing data derived from the 2012 and 2013 emergency management surveys conducted before and after the 2012 Korean typhoons. The results demonstrate how a strong commitment though participation in joint exercises significantly influences disaster than formal planning and network affiliations. The findings imply that network interactions forged by such full-scale exercises reduce transaction costs of collaboration and improve community resilience.

While voluntary organizations have played a critical role in preparing for and responding to disasters, few have intentionally examined the preparedness of voluntary organizations, which are fundamentally required to enhance local emergency management. The purpose of this research is to examine the relationship between the preparedness of voluntary organizations and their effectiveness on local emergency management. By using a survey data collected among county governments in the United States, this research tests the effect of voluntary organizations' preparedness on local emergency management. The results show that the voluntary organizations' preparedness behaviors such as their participation in local emergency planning as well as training, education, and resources for local emergency management positively affect their effectiveness on local emergency management. The findings imply that systemic volunteer management can build more effective emergency management systems through cohesive and comprehensive collaboration between public and voluntary organizations.

We examine how interorganizational networks evolved after a disaster with an integrated approach that combines both social network perspectives and emergency management perspectives. This research describes changes in organizations that play a bridging role in interorganizational collaboration and examines endogenous and exogenous factors that lead organizations to be isolated during a disaster. Building from the Institutional Collective Action (ICA) framework, we argue that organizations that play the bridging role between two other organizations may fail to sustain their ties after a disaster. Because the bridging strategy involves risks, organizations are more likely to forge direct ties to other organizations that have resources they need rather than rely on bridges that they created before the disaster. We apply a stochastic actor-oriented model to show the dynamics of emergency management networks during the 2013 Seoul floods. This study contributes to understanding how the bridging strategy can be emasculated by endogenous and exogenous factors.

Purpose
The purpose of this paper is to understand the effects of social media use on the resilience of organizations involved in emergency response. While social media has been utilized as a critical tool in the field of emergency management, few researchers have systemically examined its effect on organizations' capacity to bounce back from catastrophic events. From the dimensional approach to social media use, this research focuses on the following three functions: providing information to local communities, transmitting information to local communities, and responding to the emotions of local communities.


Design/methodology/approach
The authors used survey data gleaned from 79 key organizations involved in emergency management to investigate the impact of social media use on resilience after a tragic flood in Seoul, South Korea in 2013. The authors also conducted interviews with ten emergency management officials to understand what administrative challenges they confront in using social media for their tasks.


Findings
The authors found that the provision of disaster information on social media such as Facebook, Twitter, and YouTube has a positive effect on the perceived level of organizational resilience. In addition, social media use correlates positively with community emotional responses.


Research limitations/implications
Given the focus on the emergency response to a natural disaster in urban areas, the results might not be generalizable to smaller cities or rural areas. The survey items that measure the perceptions of emergency managers may not represent the physical aspects of disaster recovery, such as the restoration of housing stock.


Practical implications
The findings suggest that public and nonprofit organizations can use social media to communicate with other organizations and the public in ways that demonstrate resilience. Emergency managers should address administrative challenges, such as trustworthiness of information delivered via social media and lack of personnel.


Originality/value
This paper provides systematic understandings of the effects of social media use on the resilience of the organizations that respond to a disaster.