In light of recent disasters, it is evident that more research is needed to understand how organizations can effectively coordinate disaster preparedness, mitigation, response, and recovery efforts. This research assesses the effectiveness of interorganizational coordination and collaboration in response to the Boston Marathon bombings. After reviewing the major changes in federal emergency management policies and frameworks since September 11, 2001, this article applies a social network analysis to compare the disaster response networks embodied in formal disaster preparedness plans with the actual response networks. Data come from content analyses of the Boston Emergency Operations Plan, national and local newspaper articles, after‐action reports, and situation reports. The timely response to the bombings is attributable to long‐term institutionalized planning efforts; multiple platforms established for frequent interorganizational interactions through formal plans, training, and exercises prior to disasters; and an integrated communication system.

Previous research incorporates Habermas' theory of communicative action with implications of social media for public discourse, yet few studies consider the theory's relevance and applicability to public administrators. This article addresses this weak link by focusing on the administration legitimacy dilemma. While social media can be useful to public administrators facilitating collaborative interactions with citizens, these platforms are not automatically suited to public participation in governance. Habermas' theory offers a framework for understanding these possibilities and challenges, as well as adapting social media constructively to administrative practice.

This work examines attitudes about ethics in American government during the turbulent time from the end of the past century to the beginning of the new. Using data from a national survey, the authors explore views toward ethics in society and integrity in public agencies, with an emphasis on the code of ethics of the American Society for Public Administration. The results not only reveal considerable continuity over the years but also suggest that individual managers are increasingly empowered, that agencies are affecting positive change, and that the ASPA code may be influencing management practices. The implications of the findings for ASPA ethics initiatives are considered.

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Objectives. This study explores trends of public attention to natural disasters, emphasizing the importance of public attention for disaster management and its relevance to policy adaptation. Methods. Public attention was measured as Google Trends' time-series Search Volume Index (SVI). We compare the trend of SVI for the 2016 Louisiana Flood with SVI trends for other disasters of varying size, scale, and scope within the United States. Then, we compared the trend of relative SVI for the flood with other ongoing social/political events over the same observation period.Results. Public attention to the 2016 Louisiana Flood formed and matured relatively faster than other national disasters in the comparison group. However, the flood disaster was not leading public attention at the national level. Conclusions. Not late but less public attention might have affected disaster management operations for 2016 Louisiana Flood. Authors address some practical implications and strategies for rising public attention to natural disasters.

While culture in emergency management has gained attention from the field of risk communication, few have systemically dealt with the nuances of general culture involved in the formation and differentiation of risk communication. To fill this gap, this research aims to first examine cultural nuances from the 2016 Louisiana flood response by primarily focusing on communications embedded in social media. The results from social network analysis and content analysis highlight that the flood response communication had strong cultural characteristics, highlighting the notion that of the cultures in Louisianafaith-based, local authority, and nonprofits-were the prominent cultural responders in the flood response communication. In particular, cultural similarity in both intra/inter group response communication was observed, with each communication group comprising actors who shared a common cultural background and spoke similar keywords.

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