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The European Union (EU) has modest but promising capacities to assist member states overwhelmed by disaster through its Civil Protection Mechanism. The EU also routinely sends civil and military missions to hotspots outside EU territory. But these capacities do not suffice in the face of transboundary crises: threats that cross geographical and policy borders within the Union. Examples include epidemics, financial crises, floods, and cyber terrorism. Nation states cannot cope with these threats without international collaboration. In this article, we explore the EU's efforts to develop transboundary crisis management capacities. We describe these budding capacities, explain their policy origins, and explore their future potential. ; AuthorCount:3;

In recent years, the European continent has witnessed a substantial number of 'transboundary crises' - crises that cross geographical borders and affect multiple policy domains. Nation states find it hard to deal with such crises by themselves. International cooperation, thus, becomes increasingly important, but it is not clear what shape or form that cooperation should take. This article explores the growing role of the European Union (EU) in managing transboundary crises. More specifically, it reflects on the different ways in which the expanding contours of the EU's emerging crisis capacity can be organized. Using three 'performative dimensions' - sense-making, coordination, and legitimacy - the article discusses the possible advantages and disadvantages of a decentralized, network model and compares it with a more centralized, lead-agency model. It concludes that the current network model is a logical outcome of the punctuated and fragmentary process through which EU crisis management capacities have been created. It also notes that the shortcomings of this model may necessitate elements of a lead-agency model. Such 'agencification' of networks for transboundary crisis management may well lead to a hybrid model that is uniquely suited for the peculiar organizational and political creature that the EU is. Adapted from the source document.

If the world of crisis is changing, it is crucial to understand how policymakers perceive these new, transboundary threats. This article explores how policymakers made sense of such crises in 81 cases. The findings indicate that how much time urgency and surprise the policymakers perceived accompanied a transboundary threat helped to shape the nature of their decision‐making process and how they managed the crisis. The data suggest that researchers and practitioners can gain an idea of how a crisis is likely to be managed by ascertaining how policymakers are viewing the triggering event.

The European Union (EU) has modest but promising capacities to assist member states overwhelmed by disaster through its Civil Protection Mechanism. The EU also routinely sends civil and military missions to hotspots outside EU territory. But these capacities do not suffice in the face of transboundary crises: threats that cross geographical and policy borders within the Union. Examples include epidemics, financial crises, floods, and cyber terrorism. Nation states cannot cope with these threats without international collaboration. In this article, we explore the EU's efforts to develop transboundary crisis management capacities. We describe these budding capacities, explain their policy origins, and explore their future potential.

In recent years, crises have become increasingly transboundary in nature. This exploratory paper investigates whether and how the transboundary dimensions of crises such as pandemics, cyber attacks and prolonged critical infrastructure failure accentuate the challenges that public and private authorities confront in the face of urgent threats. We explore the transboundary dimensions of crises and disasters, discuss how an increase in 'transboundedness' affects traditional crisis management challenges and investigate what administrative mechanisms are needed to deal with these compounded challenges. Building on lessons learned from past crises and disasters, our goal is to stimulate a discussion among crisis management scholars about the political‐administrative capabilities required to deal with 'transboundary' crises.

Applying a leadership–task perspective within the context of the Greek sovereign debt crisis (2009–12), the study finds that the imperatives of short‐term crisis management conflict with the ability of Greek leaders to effectively implement long‐term reforms. Electoral gains, crisis duration, centralized decision‐making, and the degree of external actor involvement explain the choice between credible response and effective recovery. Despite beneficial effects, the activation of external stakeholders ultimately weakens the impetus for reform. The study has implications for political leadership and EU crisis management.

AbstractSetbacks—unanticipated, unwanted, and often sudden checks on moving forward—are common in crisis prevention. Managing setbacks, however, is rarely discussed. Even less discussed is the central role that setback management can play in preventing transboundary crises across interdependent critical infrastructures for electricity, water, transportation, and financial services. With a focus on the ongoing financial crisis and on strategies for resilience and anticipation, the article draws out implications for crisis prevention as the first, rather than last, line of defense in managing future crises.

One of the most challenging environmental threats to the ten countries of the Association of Southeast Asian Nations (ASEAN) has been the haze, the sickening and deadly cloud of smoky pollution caused by widespread burning of land and forests in Indonesia. This book examines both the threat and response to it by analysing environmental cooperation in Southeast Asia from an international regime perspective. Tracing the development of regional cooperation on the haze and evaluating the effectiveness of the cooperation, the author argues that the haze crisis, combined with the economic crisis of 1997, has profoundly challenged the ASEAN modus operandi, and resulted in ASEAN's efforts to establish an environmental regime to cope with environmental challenges. The emerging ASEAN haze regime is a unique case study of a regional environmental institution in multi-levelled global environmental governance. Based on in-depth original research, this case study is integrated into international relations, political science, and comparative political analysis literatures and contributes to a better understanding of processes within the regional organisation.

We in the ASEAN Studies Centre at the Institute of Southeast Asian Studies in Singapore have compiled in this volume a lead article, five commentaries on it, and a previously published article about the current global financial crisis, its implications for ASEAN, and what ASEAN can do about it. We thus hope to contribute to the analysis of the crisis, to the mitigation of its impact, and to the search for an eventual solution. Such a solution necessarily entails transboundary cooperation, glo

This book presents the views of irrigation water users and managers who experienced two critical and emblematic transboundary water conflicts in the lower Colorado River that affected the people's daily lives, particularly in the Mexicali Valley region. While analyzing both the Colorado River Salinity Problem in the 1960s and the All-American Canal Lining divergence in the 2000s, the institutional analysis approach employed in this book has a comprehensive scope that describes in detail the features of the conflicts, as well as the changes in people's ways of participating in facing such crisis

The concept of mega-crisis and mega-crisis management -- Introduction / Ira Helsloot, Arjen Boin, Brian Jacobs, Louise K. Comfort -- The megacrisis unknown territory: in search of conceptual and strategic / Patrick Lagadec -- Observations on the political and decision-making dimensions of response / Herman B. Leonard, Arnold M. Howitt -- Crisis management of mega-natural disasters -- Hurricane Katrina: crisis leadership that failed a country / John R. Harrald -- Hurricane Katrina: the complex origins of a mega-disaster / Charles Parker, Eric Paglia -- Hurricane Gustav: the management of a transboundary crisis / Arjen Boin, Jude Egan -- Resilience, entropy, and efficiency in crisis management : the January 12, 2010 Haiti earthquake / Louise K. Comfort, Michael D. Siciliano, Aya Okada -- The challenges of mega crisis management : the 2008 Sichuan earthquake / Lan Xue, Ling Zhou -- The micro and macro dynamics of a mega-disaster : rethinking the Sri Lanka tsunami experience / Georg Frerks -- Mega crisis management during the H1N1 pandemic : an argument for citizen and community engagement / Sandra Crouse Quinn, Ira Helsloot -- Crisis management of manmade mega-crisis -- The making of a mega-crisis : 9/11 as a case for the concept / Tricia Wachtendorf, James M. Kendra -- The London bombings of July 7, 2005 / David Alexander -- The Mumbai terrorist attacks 2008 / Ivar Hellberg, Erwin Muller -- How impunity and Kenya's 2008 post elections violence set fire on east Africa's "island of peace" / Cyprian Nyamwamu, Njeri Kabeberi, Augustine Magolowondo -- Mega crisis in fragile states / Rob de Wijk -- Corporate meltdowns / Les Coleman -- The post-subprime crisis global credit crunch / Matthew Watson -- The subprime crisis / Don M. Chance -- Megacities under adversity : ideology, risk, and good urban governance / Brian Jacobs -- Identifying mega-threats and vulnerabilities -- The Olympic games : coping with risks and vulnerabilities of a mega-event / Will Jennings, Martin Lodge -- Energy : exploring complexity as a dynamic vulnerability in high-voltage electricity grids / Mark de Bruijne -- Global climate change as environmental megacrisis / Joanna Endter-Wada, Helen Ingram -- The Dutch delta : a mega crisis waiting to happen? / Karen Engel, Bas Kolen, Herman van der Most, Kees van Ruiten -- Risks to food security : contingency planning for agri-megacrises / Hendrik J. Bruins -- Megacrises and the internet : risks, incentives, and externalities / Michel van Eeten, Johannes M. Bauer.