Inter-organizational Coordination in the Wild: Trust Building and Collaboration Among Field-Level ICT Workers in Humanitarian Relief Organizations

Saab, David J.; Tapia, Andrea H.; Maitland, Carleen; Maldonado, Edgar; Tchouakeu, Louis Marie Ngamassi

doi:10.1007/s11266-012-9285-x

Cited by 34 publications

(45 citation statements)

References 17 publications

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“…In addition to ineffective information sharing and resource deployment, actions driven by motives of impression management also tend to hamper the development of trust (Garnett et al, 2007). Trust, importantly, has been shown to increase the willingness to share information and to initiate cooperation (Dawes et al, 2004;Karp, Sebbag, Peiser, Dukhno, Ovnat, Levy, Hyam, Blumenfeld, Kluger, Simon & Shaked, 2007;Saab, Tapia, Maitland, Maldonado & Tchouakeu, 2013). Through this mechanism, the presence of just a few organizations following impression management logics has the potential to disrupt the effectiveness of the larger operation.…”

Section: Communicationmentioning

confidence: 99%

“…Trust develops through successful cooperation over time (Beck & Plowman, 2014;Kapucu, 2006;Saab et al, 2013) and is of particular importance in decentralized disaster response operations where collaboration is not enforced through hierarchy (Kapucu, 2006). When self-serving agendas and problems related to impression management are absent, agencies often develop a shared identity as being part of the disaster response effort (Beck et al, 2014), which fosters trust and in turn encourages the prioritization of superordinate goals over the tactical or strategic goals of each individual agency.…”

Section: Communicationmentioning

confidence: 99%

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Organizing for the Big One: A Review of Case Studies and a Research Agenda for Multi‐Agency Disaster Response

Steigenberger

2016

Contingencies & Crisis Mgmt

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Disaster response operations require the cooperation of agencies that seldom interact in their daily operations. The result is a complex coordination problem, which has been in the focus of many case studies. In an effort to facilitate cross-case learning, this study presents a review of empirical studies on the multi-agency coordination of disaster response operations. The review covers 80 empirical studies and highlights the importance of training, expertise, planning and plan enactment, leadership and personal acquaintance between the actors in emergent multi-agency response networks. The analysis results also show that while some areas have received extensive coverage in scholarly publications (e.g., training, skills), a number of important topics have yet to be studied in sufficient depth (e.g., leadership and role taking, plan enactment). Based on these insights, a research agenda is proposed and a number of recommendations for practical disaster response management are made.

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Section: Communicationmentioning

confidence: 99%

Section: Communicationmentioning

confidence: 99%

Organizing for the Big One: A Review of Case Studies and a Research Agenda for Multi‐Agency Disaster Response

Steigenberger

2016

Contingencies & Crisis Mgmt

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“…The UN OCHA suggests that civil–military coexistence should be the baseline and the two should aspire to effective cooperation. This implies primarily verbal contact on a regular, but potentially informal basis, without an underlying contract or agreement, so as not to threaten the autonomy of either organisation 6. The interorganisational ties that help develop effective networks in humanitarian emergencies rely on past experiences with other agencies, previous working relationships with other actors and an observed track record of delivery, consistency and goodwill, all of which can be developed by effective civil–military coordination before the disaster.…”

Section: Civil–military Support To a Humanitarian Responsementioning

confidence: 99%

Coordination and relationships between organisations during the civil–military international response against Ebola in Sierra Leone: an observational discussion

2016

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The Ebola virus disease (EVD) crisis in West Africa began in March 2014. At the beginning of the outbreak, no one could have predicted just how far-reaching its effects would be. The EVD epidemic proved to be a unique and unusual humanitarian and public health crisis. It caused worldwide fear that impeded the rapid response required to contain it early. The situation in Sierra Leone (SL) forced the formation of a unique series of civil-military interagency relationships to be formed in order to halt the epidemic. Civil-military cooperation in humanitarian situations is not unique to this crisis; however, the slow response, the unusual nature of the battle itself and the uncertainty of the framework required to fight this deadly virus created a situation that forced civilian and military organisations to form distinct, cooperative relationships. The unique nature of the Ebola virus necessitated a steering away from normal civil-military relationships and standard pillar responses. National and international non-governmental organisations (NGOs), Department for International Development (DFID) and the SL and UK militaries were required to disable this deadly virus (as of 7 November 2015, SL was declared EVD free). This paper draws on personal experiences and preliminary distillation of information gathered in formal interviews. It discusses some of the interesting features of the interagency relationships, particularly between the military, the UK's DFID, international organisations, NGOs and departments of the SL government. The focus is on how these relationships were key to achieving a coordinated solution to EVD in SL both on the ground and within the larger organisational structure. It also discusses how these relationships needed to rapidly evolve and change along with the epidemiological curve.

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“…Organizations collaborate in disseminating information, diffusing resources, and changing the clients' behaviors through systemic programs and institutional support (Flora et al 1993). Collaborative relationships by multiple organizations are necessary in order to adjust to the rapidly changing environments and practices (O'Leary and Vij 2012), to share information or technologies for better services (Saab et al 2013), and to scale up the impact in development communication approaches that cannot be accomplished by individual effort or commitment (Backer and Rogers 1993a, b;Flora et al 1993;Proulx et al 2007).…”

Section: Perception Of Collaborative and Competitive Relationshipsmentioning

confidence: 99%

How do Service Providers and Clients Perceive Interorganizational Networks?

Ihm¹,

Shumate²,

Bello‐Bravo

et al. 2014

Voluntas

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Interorganizational networks are important structures for both service providers, who must navigate them as part of their organizational roles, and clients, who use them for the purposes of receiving benefits. This research develops and tests a conceptual model that explains some of the differences in the ways that these two groups perceive these networks. Drawing on surveys/interviews with 200 clients and 63 service providers of agricultural development training in Burkina Faso, this research demonstrates that clients perceive interorganizational networks differently than service providers. In particular, these results demonstrate that service providers perceive more organizations in the network, more competitive and collaborative ties among those organizations, and more competitive ties per organization than clients. From these results, we draw implications for social network, development communication, and organizational fields' research.Résumé Les réseaux interorganisationnels sont d'importantes structures tant pour les fournisseurs de services, qui doivent s'y retrouver dans le cadre de leurs rôles Resumen Las redes interorganizacionales son estructuras importantes tanto para los proveedores de servicios, que deben navegar por ellas como parte de sus roles organizacionales, como para los clientes, que las utilizan con el objetivo de recibir beneficios. La presente investigación desarrolla y pone a prueba un modelo conceptual que explica algunas de las diferencias en las formas en que estos dos grupos perciben estas redes. Recurriendo a encuestas/entrevistas con 200 clientes y 63 proveedores de servicios de formación en desarrollo agrícola en Burkina Faso, la presente investigación demuestra que los clientes perciben las redes interorganizacionales de manera diferente que los proveedores de servicios. En particular, estos resultados demuestran que los proveedores de servicios perciben más organizaciones en la red, lazos más competitivos y de colaboración entre dichas organizaciones, y lazos más competitivos por organización que los clientes. A partir de estos resultados, extraemos implicaciones para la investigación sobre redes sociales, comunicación del desarrollo, y campos organizacionales.

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Inter-organizational Coordination in the Wild: Trust Building and Collaboration Among Field-Level ICT Workers in Humanitarian Relief Organizations

Cited by 34 publications

References 17 publications

Organizing for the Big One: A Review of Case Studies and a Research Agenda for Multi‐Agency Disaster Response

Organizing for the Big One: A Review of Case Studies and a Research Agenda for Multi‐Agency Disaster Response

Coordination and relationships between organisations during the civil–military international response against Ebola in Sierra Leone: an observational discussion

How do Service Providers and Clients Perceive Interorganizational Networks?

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