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.

AbstractLocal governments have the authority to implement emergency management and are the primary responders in emergencies. They are strategically positioned to lead the charge in disaster response. Similar to other wicked problems, disasters require comprehensive and complicated responses. Local emergency management networks facilitate the exchange of information and resources between local entities and their collaborating partners. Successful collaboration across local governments is imperative in unexpected and urgent incidents. This paper applies the institutional collective action (ICA) framework to investigate the effects of relational risk and vulnerability on the formation of networks. The relational risk perceived by each collaborative organisation and the vulnerability of the community are crucial factors in the establishment and maintenance of collaborative networks. In addition, the need for resource exchange also affects the formation of networks. Logistic regression estimates the effect of collaboration risk and vulnerability on network formation using data from the 2015 Seoul EM survey. The findings confirm that the perceived collaboration risk negatively influences the establishment of collaborative ties in networks, while the perceived vulnerability level positively affects the arrangement of collaborative networks. In addition, the respondent's need for resource exchange increases when building networks. These results imply that relieving the relational risk levels is important for facilitating inter‐organisational collaboration. Furthermore, the actors' assessments of the vulnerability of the community influence their willingness to join networks to relieve external uncertainty and susceptibility. Lastly, organisations' give‐and‐take relationships on information sharing and physical resource transmission have the potential to stimulate the establishment of collaborative networks.Points for practitioners
Sustainable interconnectedness among functionally and horizontally fragmented organisations is crucial for dealing with disasters efficiently, but it does not come solely from emergency management planning itself. Understanding the risk mechanism embedded in an interdependent relationship should increase the potential benefits of a successful response.
The degree of vulnerability in a community affects the level of risk perception when collaborating with other organisations. Beyond the internal capacity or assessment of their organisation, how they view their community in general influences their decision‐making differently when it comes to forging inter‐relational collaboration.
Resource sharing in a timely manner is crucial during disasters. Each organisation has different negotiating powers and needs to consider building interdependent relationships.

AbstractInterorganizational collaboration is a means, through which governments to effectively respond to disasters. However, the extent to which collaboration risks embedded in interorganizational relationships shape such collaborative arrangements largely remains unanswered. This study examined the impact of collaboration risks as perceived by organizational representatives with regard to emergency management (EM). To this end, we conducted an EM survey in Seoul in 2015 and analyzed the data using a quadratic assignment procedure logistic regression. The dyadic network analytic results demonstrated that the aggregate risks as perceived by paired organizations are negatively associated with the establishment of collaboration ties. In contrast, a significant disparity in the perceived risk levels between paired organizations promotes collaborative network arrangements; when one party perceives substantially lower collaboration risks relative to the other, it can create a favorable condition for both parties to initiate interorganizational collaboration.

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.

AbstractStudies have found that information sharing between city governments can be easily observed within the same county jurisdiction, but less attention has been paid to the reasons why the jurisdictional boundary matters. This article fills this lacuna, drawing on the insight of the "strength of strong ties" argument that "people help their friends first." The analysis reveals that city governments in the Orlando, Florida, metropolitan area are more likely to share economic development information (EDI) with governments in the same county as the collective demand for such information in that area increases. This study additionally finds that the greater the demand for EDI, the more likely it is that city governments will seek the information from their county members. As a result, as the demand for information increases among city governments in a metropolitan area, the likelihood that it will be shared by all members of the area beyond the county boundaries decreases.

AbstractThe purpose of this research is to uncover the dynamic structure of an interorganizational emergency management network after a disaster. This research tests two hypothesized network structures: interdependent risk and independent risk. While the former illustrates the importance of trust and information redundancy in coordinating and aligning emergency preparedness and response, the latter captures the tendency for local actors to seek dominant partners to bridge crucial information across the region. A stochastic actor‐based model with a forward selection strategy is used to analyze the structural effects of endogenous networks and the effects of exogenous community attributes on interorganizational ties. Based on the data sets collected before and after the 2012 typhoons in South Korea, the results support the interdependent risk hypothesis, suggesting that an interorganizational network structure tends to evolve into the notion of shared collaboration risk.

AbstractThis research examines the extent to which political similarities—that is, homophily between political actors at the local level—affect patterns of interorganizational collaboration in an emergency response situation. While the field of emergency management has focused on implementation‐oriented arrangements among key stakeholders, few studies have systemically investigated the creation and development of interorganizational collaborations led by political actors, especially following catastrophic events. The analysis reveals that a dyadic tie with political homophily boosts local responders' ties with other agencies during emergencies. Findings indicate that political solidarity, formulated by chief elected officials of municipalities and council members, can broaden the scope of interorganizational collaboration by mitigating institutional collective action problems at the local level. This research presents a critical recommendation for emergency managers that interlocal collaboration for timely response to a disaster is attributable to political similarities that facilitate frequent interlocal interactions through formal and/or informal agreements.