Emergency management in the changing world of social media: Framing the research agenda with the stakeholders through engaged scholarship

Elbanna, Amany R.; Bunker, Deborah; Levine, Linda; Sleigh, Anthony

doi:10.1016/j.ijinfomgt.2019.01.011

Cited by 80 publications

(79 citation statements)

References 44 publications

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“…Crisis events include natural and technical disasters, terrorist attacks, international conflicts, nuclear threats, civil unrest, and global pandemics (Pan & Meng, 2016;Rosenthal et al, 1991). Effective crisis management requires timely communication and coordination between government agencies and stakeholders (Elbanna et al, 2019;Reddy et al, 2009); however, crises are often dynamic and complex, which causes many difficulties, such as extensive bureaucracy, policy-related constraints, and lack of resources (Harrison & Johnson, 2019;Panagiotopoulos et al, 2014;Reddy et al, 2009). ICTs are one effective method for dealing with these challenges (Reddy et al, 2009).…”

Section: Gsm and Crisis Managementmentioning

confidence: 99%

“…The two-way interactive communication through Government Social Media (GSM) stays on the surficial level, such as limited comments and inadequate dialogue (Tang, Zhang, Xu, & Vo, 2015). Secondly, government agencies may experience challenges in using social media for citizen engagement, including the digital divide, reliability and accountability, vague organizational strategies, lack of sufficient resources and formal policies, privacy, and security issues (Elbanna, Bunker, Levine, & Sleigh, 2019;Harrison & Johnson, 2019). The efficiency of social media for communicating crisis information is also a cause for concern (Roy, Hasan, Sadri, & Cebrian, 2020, p. 102060).…”

Section: Introductionmentioning

confidence: 99%

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Unpacking the black box: How to promote citizen engagement through government social media during the COVID-19 crisis

Chen

Wei

et al. 2020

Computers in Human Behavior

493

578

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A R T I C L E I N F OKeywords: government social media citizen engagement dialogic communication theory media richness theory emotional valence crisis management A B S T R A C TDuring times of public crises, governments must act swiftly to communicate crisis information effectively and efficiently to members of the public; failure to do so will inevitably lead citizens to become fearful, uncertain and anxious in the prevailing conditions. This pioneering study systematically investigates how Chinese central government agencies used social media to promote citizen engagement during the COVID-19 crisis. Using data scraped from 'Healthy China', an official Sina Weibo account of the National Health Commission of China, we examine how citizen engagement relates to a series of theoretically relevant factors, including media richness, dialogic loop, content type and emotional valence. Results show that media richness negatively predicts citizen engagement through government social media, but dialogic loop facilitates engagement. Information relating to the latest news about the crisis and the government's handling of the event positively affects citizen engagement through government social media. Importantly, all relationships were contingent upon the emotional valence of each Weibo post. )is researcher at the School of Journalism and New Media, Xi'a Jiaotong University in China. She has been studying for information behavior and interaction, and information analysis on the new media.Richard Evans (richard.evans@brunel.ac.uk) is a Senior Lecturer at the College of Engineering, Design and Physical Sciences, Brunel University London, United Kingdom. His research interests are social media and organizational behavior, and knowledge management.

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Section: Gsm and Crisis Managementmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Unpacking the black box: How to promote citizen engagement through government social media during the COVID-19 crisis

Chen

Wei

et al. 2020

Computers in Human Behavior

493

578

View full text Add to dashboard Cite

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“…To empirically examine data governance as a collective action problem, we followed a collaborative form of engaged scholarship (Elbanna et al 2019; Van de Ven 2007) with a particular focus on the formulation of problems with (not for) practitioners (P. A. Nielsen and Persson 2016).…”

Section: Research Approachmentioning

confidence: 99%

Data Governance as a Collective Action Problem

2019

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While governing data as an organizational asset has clear benefits, mobilizing an organization to implement data governance remains elusive for practitioners. On that account, this paper examines why governing data is difficult in local government organizations. Based on a literature review and an empirical case study, we establish the inherent challenges and build on the notion of collective action to theorize the problem of data governance. Following an engaged scholarship approach, we collect empirical material through six group interviews with 34 representatives from 13 different Danish municipalities. We extend existing data governance research with our problem triangle that identifies and explicates the complex relations between six distinct challenges: value, collaboration, capabilities, overview, practices, and politics. We demonstrate the value in theorizing data governance as a collective action problem and argue for the necessity of ensuring researchers and practitioners achieve a common understanding of the inherent challenges, as a first step towards developing data governance solutions that are viable in practice.

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“…The challenge therefore lies not only in producing knowledge, but also in sharing and promoting it outside of a small network of friends. This call also expands to the production of engaged scholarship; this is the scholarship that first addresses management gaps and issues and second can be mobilized and applied in organizations (Elbanna et al 2019;Wolfberg and Lyytinen 2017). Figure 1 presents an expansion of the IDIKC (intersectional diverse and inclusive knowledge creation) framework which moves from knowledge creation to knowledge sharing/dissemination.…”

mentioning

confidence: 99%