Does having a strong commitment matter in building sustainable networks?

Song, Malin

doi:10.1007/s11135-017-0583-7

Cited by 10 publications

(13 citation statements)

References 37 publications

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“…The discussion regarding the changes in an interorganizational EM network could first address predesigned planning networks that cannot fully predict all possible situations of disaster response operations (Abbassi and Kapucu ; Hu, Knox, and Kapucu ; Song ). Nevertheless, it is necessary for a planning network to include guides on how organizations can functionally and hierarchically work together (Kapucu and Hu ).…”

Section: Institutional Collective Action Frameworkmentioning

confidence: 99%

The Dynamics of an Interorganizational Emergency Management Network: Interdependent and Independent Risk Hypotheses

Jung

Song

Park

2018

Public Administration Review

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The 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. Evidence for Practice• Strengthening interdependent relationships that rely on mutual aid matters in increasing the potential benefits and decreasing the relational risk caused by partners' behavior and deriving from uncertainty among emergency management organizations across sectors. • Forging direct ties with other emergency management organizations drives the stronger structural benefits of a clustered structure, highlighting associated benefits such as technical resource sharing and the coordination of consensus-based joint activities. • A close-knit emergency management network based on direct collaborative ties is critical for securing communication channels to build resilient communities at the local level, enhancing effective information and resource mobilization in emergency response and recovery operations.

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Section: Institutional Collective Action Frameworkmentioning

confidence: 99%

The Dynamics of an Interorganizational Emergency Management Network: Interdependent and Independent Risk Hypotheses

Jung

Song

Park

2018

Public Administration Review

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“…In the uncertain, stressful and chaotic environment of a disaster, unlike normal circumstances, participants may not follow expected behaviors (Robinson et al, 2013;Abbasi, 2014). This leads to an actual response network structure that is significantly different from the scheduled one (Abbasi and Kapucu, 2016;Song, 2018).…”

Section: Discussionmentioning

confidence: 98%

“…In an emergency event, participants are expected to establish ties in accordance with plans. However, this does not always happen (Abbasi and Kapucu, 2016;Song, 2018). Especially when the incident is large and complex, emergency actors are often unable to follow standard procedures and response plans and this produces a gap between planned and actual networks; this gap reveals information about the effectiveness of emergency management networks.…”

Section: Effectiveness Of Intermunicipal Network In Emergency Managementioning

confidence: 99%

"COVID-19: Network Effectiveness of Intermunicipal Self-Organized Response in Chile"

Yurisch

Soto

Fuenzalida

2020

TRAS

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In the context of the Covid-19 pandemic, public officials are called on to implement different strategies in order to respond effectively. One of the lessons of emergency management research is that effective response is unlikely without collaboration. Research on collaborative emergency management has focused on measuring the effectiveness of intergovernmental and intersectoral relationships, but little is known about the performance of inter-jurisdictional collaboration. This paper seeks to measure the network effectiveness of intermunicipal self-organized response to Covid-19. It uses a network analysis approach to compare planned and actual emergency management networks operating in the Santiago Metropolitan Region of Chile. Content analysis of 202 formal agreements established by municipalities in 2009-2019 was used to capture the planned network. The actual network was depicted by collecting original data through an online survey that represented the 96% of the local governments located in this Latin American city. The results show a structural gap between planned and actual networks and reveal effectiveness problems associated with the disaster preparedness phase. However, an emergent intermunicipal network has supported collaborative response to the Covid-19 pandemic. The study provides lessons for policymakers, public managers and researchers in the collaborative emergency management field.

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“…In institutional collective action theory collaborations risk contains incoordination, unfair division, and defection (Feiock 2013;Feiock et al 2012). In this context, public safety research is being conducted by Andrew and Hawkins (2013), Jung and Song (2015), Jung et al (2019), as well as Song (2018).…”

Section: Risk Of Inter-agency Collaboration In the Public Safety Networkmentioning

confidence: 99%

“…Lack or negative experience Nooteboom (1996), Teng (1996, 1999), Billitteri et al (2013) Lack of trust Nooteboom (1996Nooteboom ( , 1997Nooteboom ( , 1999; Das and Teng (1996, 1999, 2001a, 2001b; Grudinschi et al (2014); Zyzak (2017); Billitteri et al (2013) 10 Lack of commitment in collaboration Song (2018); Zyzak (2017); Berlin and Carlström (2011); Teng (1996, 1999) 11 Conflicts Kumar and Van Dissel (1996), Teng (1996, 1999); Cheng and Chen (2016); Cheng et al (2013); Carr et al (2017) 12…”

Section: Structured Self-interaction Matrix (Ssim)mentioning

confidence: 99%

Interpretive structural modelling of inter-agency collaboration risk in public safety networks

Sienkiewicz-Małyjurek

2021

Qual Quant

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Inter-agency collaboration is a well-established, yet very difficult process in public governance. Despite the fact that it is often unsuccessful, collaboration risk research is still undeveloped and the impact of this risk on the effectiveness of joint activities is still underestimated. This issue is of particular significance in public safety networks, where inter-agency collaboration processes are conducted under the conditions of the complexity and uncertainty. For this reason, the article is intended to: (1) identify factors of collaboration risk in public safety networks, (2) determine the impact of individual risk factors on inter-agency collaboration outcomes, (3) identify the relationship between risk factors of inter-agency collaboration in public safety networks, and (4) analyse the growth of this risk in public safety networks. These purposes were achieved using the Systematic Literature Review based on PRISMA Group methodology and Interpretive Structural Modelling together with MICMAC analysis. The applied research approach also has some limitations resulting from the number of experts. However, the results obtained allow us to better understand issues of inter-agency collaboration risk in public safety networks. They identify key collaboration risk factors, such as inappropriate collaboration rules and inadequate allocation of tasks and resources. In consequence, they indicate risk symptoms that are worth keeping track of in order to prevent collaboration ineffectiveness.

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Does having a strong commitment matter in building sustainable networks?

Cited by 10 publications

References 37 publications

The Dynamics of an Interorganizational Emergency Management Network: Interdependent and Independent Risk Hypotheses

The Dynamics of an Interorganizational Emergency Management Network: Interdependent and Independent Risk Hypotheses

"COVID-19: Network Effectiveness of Intermunicipal Self-Organized Response in Chile"

Interpretive structural modelling of inter-agency collaboration risk in public safety networks

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