Collaboration After Disaster: Explaining Intergovernmental Collaboration During the EPA Gold King Mine and TVA Coal Ash Recoveries

Fisk, Jonathan M.; Good, Anthony J.; Nelson, Steven G.

doi:10.1002/rhc3.12156

Cited by 9 publications

(8 citation statements)

References 54 publications

(94 reference statements)

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“…Power imbalances thus severely affect the crisis management structures and network relations. In line with previous research findings, our analysis posits that collaboration is not likely to progress from networks of organizations that do not build relations on an everyday basis (Fisk, Good, & Nelson, ; O'Leary & Vij, ). This finding reiterates previous research findings on collaborative networks (Ansell & Gash, ; Emerson & Nabatchi, ; Huxham et al, ).…”

Section: Concluding Discussionsupporting

confidence: 81%

Horizontal Collaboration in Crisis Management: An Experimental Study of the Duty Officer Function in Three Public Agencies

Deverell¹,

Alvinius²,

Hede³

2019

Risk Hazard & Crisis Pub Pol

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Lately, scholars have been engaging in studies on the crossroads between collaborative public management and crisis management, but our knowledge on how organizations work together with interorganizational goals in times of crisis or in relation to the threat that crises pose, is still limited. This study aims to illuminate how interagency horizontal collaboration plays out in practice. An interview study with twenty‐three Swedish duty officers in three organizations with critical tasks in the institutional crisis management system is carried out to unearth impediments to interagency collaboration that emerge when organizations from different policy subsystems engage in crisis collaboration. Empirically, the study contributes with new knowledge on how a crucial function in crisis management carries out work and deals with challenges. Theoretically, it contributes to the literature on crisis management collaboration by shedding light on processes of horizontal collaboration in the area of crisis management.

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Section: Concluding Discussionsupporting

confidence: 81%

Horizontal Collaboration in Crisis Management: An Experimental Study of the Duty Officer Function in Three Public Agencies

Deverell¹,

Alvinius²,

Hede³

2019

Risk Hazard & Crisis Pub Pol

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“…The pattern of cooperation between regions in the form of intergovernmental networks is different from the pattern of rational cooperation. The Intergovernmental network emphasizes the existence of a network between actors that are interconnected in a system built by awareness of mutual need where the leader only carries out little formal control and without a strict hierarchical structure (contrary to the weberian concept) (O'Toole, 2004;Warsono, 2009;Tang, Chen and Shaol, 2018;Fisk, Good and Nelson, 2019).…”

Section: Intergovernmental Networkmentioning

confidence: 99%

Establishment Of Soloraya Tourism Forum Institution: Strengthening Networks or Sharpening the Contestation of Interest ?

Nugraheni¹,

Sudarmo²,

Wahyunengseh³

2020

Proceedings of the Third International Conference on Social Transformation, Community and Sustainable Development (ICSTCSD 2019

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The institutional formation of the Soloraya Tourism Forum is one of the government's efforts to build tourism in Soloraya in a synergic, integrated and sustainable manner. This study seeks to discuss the perspective of institutional theory related to aspects of network analysis at the empirical level to analyze whether the formation of a soloraya tourism forum is able to strengthen the network or even sharpen the competition of interests among stakeholders. Many institutions emphasize the rules of the game and collective activities for the common or public interests, for this reason this paper focuses on the structure, functions and management of forums to find answers to research questions. The method in this study uses document analysis, literature study and direct observation. The results of the study indicate that the establishment of the soloraya tourism forum institution sharpens competition for interest. Stakeholders' perceptions vary mainly in relation to the implementation of regional autonomy. They tend to stay away from the integrity that can be identified from the policies of each region, so as not to support the success of the Soloraya Tourism Forum. We also describe interactions between stakeholders that are not related to each other.

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“…A conceptual framework that explains these power dynamics in disaster management in the context of network governance has so far not been developed. This is surprising, given the significance of understanding how networks connect and, in doing so, differentiating between interests and contributions of participants (Fisk et al, 2019). Public administration scholars predominantly focus on the structure of crisis networks (Choi & Brower, 2006;Kapucu & Garayev, 2013;Kapucu et al, 2010;Vasavada, 2013), or modes of governance (Moynihan, 2008(Moynihan, , 2009.…”

Section: Introductionmentioning

confidence: 99%

The dynamics of power in disaster response networks

Boersma

Ferguson

Groenewegen

et al. 2021

Risk Hazard & Crisis Pub Pol

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A major challenge for disaster scholars and policymakers is to understand the power dimension in response networks, particularly relating to collaboration and coordination. We propose a conceptual framework to study interests and negotiations in and between various civic and professional, response networks drawing on the concepts of "programming" and "switching" proposed by Manuel Castells in his work on the network society. Programming in disaster response refers to the ability to constitute response networks and to program/reprogram them in terms of the goals assigned to the network. Switching is the ability to connect different networks by sharing common goals and combining resources. We employ these concepts to understand how the US Federal Emergency Management Agency organized its response in the aftermath of Hurricanes Katrina and Sandy. Our conceptual framework can be used both by disaster scholars and policymakers to understand how networked power is constructed and utilized.

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Collaboration After Disaster: Explaining Intergovernmental Collaboration During the EPA Gold King Mine and TVA Coal Ash Recoveries

Cited by 9 publications

References 54 publications

Horizontal Collaboration in Crisis Management: An Experimental Study of the Duty Officer Function in Three Public Agencies

Horizontal Collaboration in Crisis Management: An Experimental Study of the Duty Officer Function in Three Public Agencies

Establishment Of Soloraya Tourism Forum Institution: Strengthening Networks or Sharpening the Contestation of Interest ?

The dynamics of power in disaster response networks

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