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AbstractIn this article, we investigate whether differences in social trust and impartial public administration have an impact on public confidence in EU crisis management institutions. Our assessment is based on a cross‐country comparison using aggregate country‐level data of the member states in the European Union. Earlier studies on the EU as a crisis manager have not carefully studied to what extent differences in social trust and administrative culture may or may not matter. Our analysis shows that in countries where citizens are treated impartially by their own national public administration institutions, people are less likely to support EU‐coordinated civil protection efforts. In contrast, in places where citizens perceive their government's treatment of them as partial and unfair, citizens will tend to support EU‐coordinated civil protection.

Past research has posited that effective leadership is an essential ingredient in reaching international agreements and overcoming the collective action problems associated with responding to climate change. Despite its fundamental importance for leadership relationships, the demand side of the leadership equation has been comparatively neglected in the literature. In this study, we answer several related questions that are vital for understanding the leadership dynamics that impact the United Nations Framework Convention on Climate Change (UNFCCC) negotiations. Are there any leaders in the field of climate change and, if so, who are they? How do followers select climate leaders? What factors are important to them? Using unique survey data collected at four consecutive United Nations (UN) climate summits, Conference of Parties (COP) 14–17, this article investigates which actors are actually recognized as playing a leadership role in the UNFCCC negotiations and probes how followers select leadership candidates in this issue area. The survey findings reveal a fragmented leadership landscape, with no one clear-cut leader, and spotlight that if an actor seeks to be recognized as a leader, it is crucial to be perceived as being devoted to promoting the common good.

There is widespread consensus that effective leadership will be required in order to successfully address the climate change challenge. Presently there are a number of self-proclaimed climate change leaders, but leadership is a relationship between leaders and followers. An actor aspiring to be a leader needs to be recognized as such. Despite its fundamental importance for leadership relationships, the demand side of the leadership equation has been comparatively neglected by past research. In this study we are looking for leaders by analyzing the perceptions of climate change leadership among UNFCCC COP-14 participants. Our results show that the climate change leadership mantle will have to be worn by more than one actor. Among the leadership candidates the EU was most widely recognized as a leader, however, only a small minority reported that they saw the EU as the only leader. The data also show that the US and the G77 thus far have failed to impress potential followers and it was China that clearly emerged as the second strongest leadership candidate.

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Kept up to date by supplements. ; Mode of access: Internet.

This article probes the warning‐response failures that left the city of New Orleans vulnerable to catastrophic hurricanes and the inability of local, state, and federal authorities to mount an adequate response to the consequences unleashed by Hurricane Katrina. Through an empirical exploration with the help of three broad explanatory 'cuts' derived from the relevant interdisciplinary literature – psychological, bureau‐organizational, and agenda‐political – the authors seek to shed light on the sources of failure that contributed to the various levels of governments' lack of preparedness and the inadequate collective response to a long‐predicted, upper‐category hurricane. The article concludes by addressing the question of whether the vulnerabilities and problems that contributed to the Katrina failure are amenable to reform.

While some of the future impacts of global environmental change such as some aspects of climate change can be projected and prepared for in advance, other effects are likely to surface as surprises -- that is situations in which the behaviour in a system, or across systems, differs qualitatively from expectations. Here we analyse a set of institutional and political leadership challenges posed by 'cascading' ecological crises: abrupt ecological changes that propagate into societal crises that move through systems and spatial scales. We illustrate their underlying social and ecological drivers, and a range of institutional and political leadership challenges, which have been insufficiently elaborated by either crisis management researchers or institutional scholars. We conclude that even though these sorts of crises have parallels to other contingencies, there are a number of major differences resulting from the combination of a lack of early warnings, abrupt ecological change, and the mismatch between decision-making capabilities and the cross-scale dynamics of social-ecological change. Adapted from the source document.

In this article, we utilize the Collaborative Governance Databank to empirically explore core theoretical assumptions about collaborative governance in the context of crisis management. By selecting a subset of cases involving episodes or situations characterized by the combination of urgency, threat, and uncertainty, we conduct a plausibility probe to garner insights into a number of central assumptions and dynamics fundamental to understanding collaborative crisis management. Although there is broad agreement among academics and practitioners that collaboration is essential for managing complex risks and events that no single actor can handle alone, in the literature, there are several unresolved claims and uncertainties regarding many critical aspects of collaborative crisis management. Assumptions investigated in the article relate to starting-points and triggers for collaboration, level of collaboration, goal-formulation, adaptation, involvement and role of non-state actors, and the prevalence and impact of political infighting. The results confirm that crises represent rapidly moving and dynamic events that raise the need for adaptation, adjustment, and innovation by diverse sets of participants. We also find examples of successful behaviours where actors managed, despite challenging conditions, to effectively contain conflict, formulate and achieve shared goals, adapt to rapidly changing situations and emergent structures, and innovate in response to unforeseen problems. ; In this article, we utilize the Collaborative Governance Databank to empirically explore core theoretical assumptions about collaborative governance in the context of crisis management. By selecting a subset of cases involving episodes or situations characterized by the combination of urgency, threat, and uncertainty, we conduct a plausibility probe to garner insights into a number of central assumptions and dynamics fundamental to understanding collaborative crisis management. Although there is broad agreement among academics and ...

In this article, we utilize the Collaborative Governance Databank to empirically explore core theoretical assumptions about collaborative governance in the context of crisis management. By selecting a subset of cases involving episodes or situations characterized by the combination of urgency, threat, and uncertainty, we conduct a plausibility probe to garner insights into a number of central assumptions and dynamics fundamental to understanding collaborative crisis management. Although there is broad agreement among academics and practitioners that collaboration is essential for managing complex risks and events that no single actor can handle alone, in the literature, there are several unresolved claims and uncertainties regarding many critical aspects of collaborative crisis management. Assumptions investigated in the article relate to starting-points and triggers for collaboration, level of collaboration, goal-formulation, adaptation, involvement and role of non-state actors, and the prevalence and impact of political infighting. The results confirm that crises represent rapidly moving and dynamic events that raise the need for adaptation, adjustment, and innovation by diverse sets of participants. We also find examples of successful behaviours where actors managed, despite challenging conditions, to effectively contain conflict, formulate and achieve shared goals, adapt to rapidly changing situations and emergent structures, and innovate in response to unforeseen problems.