Boundary spanners in crisis management

Kalkman, Jori Pascal

doi:10.1108/ijes-08-2019-0042

Cited by 10 publications

(8 citation statements)

References 24 publications

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“…In the case of the irregular migration crisis, the boundary spanning activities of the MSAL representatives helped mitigate diverging perceptions of the problem between the NGOs and the Ministry of the Interior. Consistent with Kalkman (2020), we prove that boundary spanners contribute to constructing a shared understanding of the problem, identifying actors with relevant resources and facilitating interactions between stakeholders from different domains. The ability to find common ground for collaborative action is pivotal in this process, necessitating the capacity to bridge ‘different actors and their viewpoints and interests’ (van Meerkerk & Edelenbos, 2014, 21) as opposed to a more transformational leadership style.…”

Section: Propositions On How Previous Experience Impacts the Institut...supporting

confidence: 85%

“…The transformational leadership is relevant regarding the mobilization for a collective action, the empowerment of actors as well as raising awareness and support within the crisis management system (Boonstra et al, 2022). Meanwhile, as boundary spanners understand the interests of various actors, they can overcome divergent values, traditions or even vocabularies (Kalkman, 2020; van Meerkerk & Edelenbos, 2018). In a crisis situation, boundary spanners contribute to merging conflicting problem definitions and supporting sense‐making, which can enhance trust among actors, facilitate reflection and feedback that result in a collective knowledge (van Meerkerk & Edelenbos, 2018; Moynihan, 2020).…”

Section: Theoretical Approachmentioning

confidence: 99%

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‘Simply by collaborating’? The impact of public and nongovernmental sectors collaboration experience on its institutionalization in the Lithuanian crisis management system

Bortkevičiūtė

2023

Contingencies & Crisis Mgmt

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Despite some evidence that the experience of collaboration contributes to its institutionalization in the crisis management system, the mechanisms behind this process remain unclear. Building on existing research, we distinguish six building blocks (i.e., pressure to collaborate, clarity of roles, mutual trust, leadership, positive feedback and learning) that influence the institutionalization of collaborative crisis management. By applying theory‐building process tracing to the Lithuanian COVID‐19 and irregular migration crises management, we analyse the interplay on these factors to derive the following propositions: (1) when crisis management involves partners with limited collaborative experience, both transformational and boundary spanning leadership are critical at different stages to institutionalize collaboration; (2) the clarification of roles, provision of positive feedback and the subsequent growth of trust experienced by partners engaged in collaborative activities contribute to the informal institutionalization of collaborative crisis management; (3) positive feedback on previous collaborative experience facilitates learning within the crisis management system and, when supported by the efforts of transformational leaders, leads to the formal institutionalization of collaborative crisis management. These propositions demonstrate how collaborative approaches can be fostered to deal with future crises as well as raise the question on the balance between formal and informal institutionalization of these practices.

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Section: Propositions On How Previous Experience Impacts the Institut...supporting

confidence: 85%

Section: Theoretical Approachmentioning

confidence: 99%

‘Simply by collaborating’? The impact of public and nongovernmental sectors collaboration experience on its institutionalization in the Lithuanian crisis management system

Bortkevičiūtė

2023

Contingencies & Crisis Mgmt

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“…Boundary spanners are understood as individuals or organizations who connect and facilitate interaction among different actors for co-learning and sharing (Curnin et al, 2014;Kapucu, 2006). This paper argues that the boundary between community and policy levels needs to be spanned for an effective feedback loop (Kalkman, 2020).…”

Section: Feedback Loop Between Local and Policy Level Learningmentioning

confidence: 99%

Improving the feedback loop between community‐ and policy‐level learning: Building resilience of coastal communities in Bangladesh

Choudhury

Shahidullah

2023

Sustainable Development

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Building community resilience has been widely recognized as a learning process at multiple societal levels, yet few prior studies have examined the feedback loop between community‐ and policy‐level learning. Following a qualitative research approach, we document experiential and transformative forms of learning from coastal cyclones in Bangladesh that help local community and their institutions mitigating the impact of cyclonic shocks and recovering from disaster‐related losses, both in the shorter and longer term. This study discovers that such community‐level learning (when scaled‐up) as well as learning from policy failure significantly enhanced programmatic interventions, which in turn enhanced community resilience to cyclones and future disasters. However, this feedback loop can be attenuated by multiple factors, such as lack of attention to community‐level learning by policy/decision makers in non‐disaster settings and the presence of a strong vested interest group, may impede learning‐based policy instrumentation. Boundary spanners or organizations can significantly improve the feedback loop, thus enhancing community resilience and improving policy.

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“…Service employees are also entrusted with providing care and support for customers who are facing stressful conditions. Thus, the activities and roles enacted by service employees during crises are highly diverse but remain important for successful crisis management (Kalkman, 2020).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…employees, customers) and in developing technological resources to support them. In crises, service employees act as boundary spanners or corporate ambassadors, and they can form a bridge of communication between people internal and external to the organisation to facilitate coordination and collaboration (Kalkman, 2020). Crises are low-probability, high-consequence events (e.g.…”

Section: Service Employees and Crisis Managementmentioning

confidence: 99%

Digital transformation for crisis preparedness: service employees’ perspective

Leo

Laud

Chou

2022

JSM

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Purpose Digital transformation (DT) has had a profound impact on how services are delivered, but its effects on service frontline employees in crisis have yet to be examined. Using conservation of resources theory, the purpose of this study is to empirically test the overall effects of DT within service organisations on service employees’ beliefs with respect to crisis preparedness, life satisfaction and customer orientation. It also examines the moderating effects of crisis-related anxiety and job experience on these relationships. Design/methodology/approach This study’s hypotheses were tested quantitatively with an online survey of N = 592 frontline service employees working in hospitality and retail services organisation during the crisis of the COVID-19 pandemic. Structural equation modelling was used to analyse the data. A post-hoc study of customer-facing supervisors (N = 268) was conducted to validate the study findings and establish generalisability. Findings DT predicts service employees’ beliefs regarding crisis preparedness. In turn, crisis preparedness increases life satisfaction and customer orientation. Moreover, crisis-related anxiety negatively moderates the relationship between DT and crisis preparedness. Post hoc analyses validate the results derived from service employees’ data. Surprisingly, there is no significant relationship between crisis preparedness and life satisfaction for supervisors/managers with low job experience. Originality/value This study makes an empirical contribution to the service management literature by examining the impact of DT on service employees’ beliefs with respect to crisis preparedness that subsequently influences their life satisfaction and ability to remain customer oriented during a crisis. It highlights an important intersection between technology and service work in terms of a transformative impact of DT on service employee outcomes during crises.

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Boundary spanners in crisis management

Cited by 10 publications

References 24 publications

‘Simply by collaborating’? The impact of public and nongovernmental sectors collaboration experience on its institutionalization in the Lithuanian crisis management system

‘Simply by collaborating’? The impact of public and nongovernmental sectors collaboration experience on its institutionalization in the Lithuanian crisis management system

Improving the feedback loop between community‐ and policy‐level learning: Building resilience of coastal communities in Bangladesh

Digital transformation for crisis preparedness: service employees’ perspective

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