Linking emergency management networks to disaster resilience: bonding and bridging strategy in hierarchical or horizontal collaboration networks

Jung, Kyoung Hwa; Song, Malin

doi:10.1007/s11135-014-0092-x

Cited by 104 publications

(92 citation statements)

References 23 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In the emergency management literature, the study of resiliency is important because there is a need to identify factors that help communities and organizations withstand disasters (Kendra and Wachtendorf, 2003;Ebert et al, 2009;Norris et al, 2008;Jung, 2013;Jung and Song, 2014). But most studies have predominantly been limited to community resiliency and thus the empirical research on organizational resiliency is rare (Linnenluecke et al, 2012;Boin and van Eeten, 2013;Jung and Song, 2014). Research on the resiliency of organizations is important because organizations are increasingly concerned with their ability to continue their operations and function when faced with unforeseen disasters (Geleen-Baass and Johnstone, 2008;Boin and van Eeten, 2013).…”

Section: Theoretical Considerationmentioning

confidence: 99%

“…At the local level, 43 local governments actively coordinate local emergency management at the frontlines. Despite this tiered system, the autonomous authority of local governments is respected as established by the Disaster and Public Safety Act, which empowered local governments to enact municipal ordinances ( Jung and Song, 2014). The Act, for example, establishes the role of public organizations such as fire stations and police stations as organizations also responsible for disaster response.…”

Section: Research Sitementioning

confidence: 99%

“…Understanding factors that build resiliency among public and nonprofit organizations in urban settings, which is characterized by an organization's ability to respond and recover from a disaster, continues to be a timely and critical area of research in the field of urban, nonprofit and emergency management (Norris et al, 2008;Chandra et al, 2010;Sherrieb et al, 2010;Jung and Song, 2014). The extent to which leadership styles affect organizational resiliency and thus its performance is not clear.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Does transformational leadership build resilient public and nonprofit organizations?

Valero

Jung

Andrew

2015

Disaster Prevention and Management

Self Cite

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the effect of transformational leadership -broadly defined as an individual who is visionary, innovative, inspirational and sensitive to the needs of followers -on the level of organizational resiliency. Design/methodology/approach -This study employs multiple hierarchical regression analysis to test the causal relationship between transformational leadership and organizational resiliency by utilizing 112 respondents working in emergency management departments of local governments, fire and police stations, and nonprofit organizations in the Southeastern Economic Region of South Korea. Findings -The results of the analysis indicate that transformational leadership style has a positive and statistically significant effect on perceived organizational resiliency. The findings also indicate that elected officials such as mayors are more likely to focus on building organizational resiliency than appointed officials and nonprofit leaders. Originality/value -This study fills the gap of the current literature in the field of emergency management by establishing empirical evidence of the need to identify leaders with transformational traits in order to build a resilient organization, which can better respond and adapt to a catastrophic event in the Asian context.

show abstract

Section: Theoretical Considerationmentioning

confidence: 99%

Section: Research Sitementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Does transformational leadership build resilient public and nonprofit organizations?

Valero

Jung

Andrew

2015

Disaster Prevention and Management

Self Cite

View full text Add to dashboard Cite

show abstract

“…The same measure in crisis management networks identifies authoritative actors that broker emergency information and decision-making rights among disconnected groups [31,33,46]. Thus, betweenness analysis should identify infrastructures that have the greatest influence on power delivery and partnerships that dictate crisis coordination activities.…”

Section: Betweenness Of Infrastructure and Socialmentioning

confidence: 99%

“…We use results from power grid analysis in a new way by converting knowledge of critical infrastructure into demographic data of the organizations that manage their failures when lost. We further combine these results with a social network analysis of the formal institutions that dictate crisis coordination during largescale blackouts [31][32][33]. The social network analysis reveals important organizations that fulfill coordination roles among them.…”

Section: Introductionmentioning

confidence: 99%

Sociotechnical Network Analysis for Power Grid Resilience in South Korea

2017

View full text Add to dashboard Cite

International efforts to improve power grid resilience mostly focus on technological solutions to reduce the probability of losses by designing hardened, automated, redundant, and smart systems. However, how well a system recovers from failures depends on policies and protocols for human and organizational coordination that must be considered alongside technological analyses. In this work, we develop a sociotechnical network analysis that considers technological and human systems together to support improved blackout response. We construct corresponding infrastructure and social network models for the Korean power grid and analyze them with betweenness to identify critical infrastructures and emergency management organizations. Power grid network analysis reveals important power companies and emergency management headquarters for responding to infrastructure losses, where social network analysis reveals how information-sharing and decision-making authority shifts among these organizations. We find that separate analyses provide relevant yet incomplete recommendations for improving blackout management protocols. In contrast, combined results recommend explicit ways to improve response by connecting key owner, operator, and emergency management organizations with the Ministry of Trade, Industry, and Energy. Findings demonstrate that both technological and social analyses provide important information for power grid resilience, and their combination is necessary to avoid unintended consequences for future blackout events.

show abstract

Appropriate Governance Responses to Infectious Disease Threats: Developing Working Hypotheses

Kenis¹,

Schol²,

Kraaij-Dirkzwager³

et al. 2019

Risk Hazard & Crisis Pub Pol

View full text Add to dashboard Cite

Infectious diseases remain a threat to public health in today's interconnected world. There is an ongoing debate on how responses to threats of infectious diseases can best be coordinated, and the field remains nascent in understanding which specific structural governance arrangement will perform best. The present paper contributes to this discussion by demonstrating that it is possible to develop working hypotheses specifying the relationship between the type of infectious disease crisis and type of response to the crisis. For type of crises and type of response mechanisms there is still a lack of research, but the hypothesis combining these two provide a perspective for a future research and action agenda. It certainly prevents us from choosing between schism or hypes when it comes to crisis response. It provides instruments to realize that no single type of response is the most effective and that not all responses are equally effective in a concrete case.

show abstract

Linking emergency management networks to disaster resilience: bonding and bridging strategy in hierarchical or horizontal collaboration networks

Cited by 104 publications

References 23 publications

Does transformational leadership build resilient public and nonprofit organizations?

Does transformational leadership build resilient public and nonprofit organizations?

Sociotechnical Network Analysis for Power Grid Resilience in South Korea

Appropriate Governance Responses to Infectious Disease Threats: Developing Working Hypotheses

Contact Info

Product

Resources

About