Managing Crises in the Twenty-First Century

Dayton, B.

doi:10.1111/j.1521-9488.2004.393_1.x

Cited by 31 publications

(20 citation statements)

References 77 publications

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“…As Kissinger already indicated in the early 1970s, the institutional rules and strong role of the member states in EU decision-making create a strongly fragmented governance structure. In this structure, many may claim leadership on various but equally reasonable grounds (Dayton et al 2004). In fact, van Middelaar (2013) argues that this is exactly the reason why the EU has been constructed this way: to make it impossible for 'one' leader to take charge.…”

Section: Sense-making In the European Contextmentioning

confidence: 99%

How Europe’s Political Leaders Made Sense of the Euro Crisis: The Influence of Pressure and Personality

Esch¹,

Swinkels²

2015

West European Politics

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Section: Sense-making In the European Contextmentioning

confidence: 99%

How Europe’s Political Leaders Made Sense of the Euro Crisis: The Influence of Pressure and Personality

Esch¹,

Swinkels²

2015

West European Politics

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“…Additional and important insights have emerged during the last four decades from work focusing explicitly on the role of joint decision making and public institutions during contingencies and crises (for syntheses see Boin, t'Hart, Stern, & Sundelius, 2005;Dayton, 2004). As this field shows, immediate access to credible sources of information through distributed sense making, improved "surge capacity," networked coordination, and formal boundary spanning structures, are all critical for the successful navigation of crises (from Ansell et al, 2010, see also Boin et al, 2005;Dayton, 2004).…”

Section: International Crisis Management Institutions Are Key But DImentioning

confidence: 99%

Global Governance Dimensions of Globally Networked Risks: The State of the Art in Social Science Research

Galaz¹,

Tallberg²,

Boin³

et al. 2017

Risk Hazard & Crisis Pub Pol

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Global risks are now increasingly being perceived as networked, and likely to result in large‐scale, propagating failures and crises that transgress national boundaries and societal sectors. These so called “globally networked risks” pose fundamental challenges to global governance institutions. A growing literature explores the nature of these globally networked or “systemic” risks. While this research has taught us much about the anatomy of these risks, it has consistently failed to integrate insights from the wider social sciences. This is problematic since the prescriptions that result from these efforts flow from naїve assumptions about the way real‐world state and non‐state actors behave in the international arena. This leaves serious gaps in our understanding of whether networked environmental risks at all can be governed. The following essay brings together decades of research by different disciplines in the social sciences, and identifies five multi‐disciplinary key insights that can inform global approaches to governing these. These insights include the influence of international institutions; the dynamics and effect of international norms and legal mechanisms; the need for international institutions to cope with transboundary and cross‐sectoral crises; the role of innovation as a strategy to handle unpredictable global risks; and the necessity to address legitimacy issues.

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“…As mentioned previously, the nature of a disaster is inherently complex (i.e. a "mess"), with a system of interrelated and highly interactive problems that affect multiple parts of a social ecological system [18]. High complexity and interconnectedness of issues make it challenging for organizations to resolve such "mess" on their own, hence prompting networks of diverse institutions such as business, government, and civic society to deal with these cross-boundary issues [3].…”

Section: B Improvisation and Other Capabilities For Networked And Tumentioning

confidence: 99%

Beyond resources and dynamic capabilities during disaster response: Response organizations in turbulent and networked environment: The case of a disaster response organization's simulated response to chemical spill disaster

Villar

Miralles

2014

2014 International Conference on Humanoid, Nanotechnology, Information Technology, Communication and Control, Environment and M

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Disaster Response Organizations (ROs) must sustain performance during times of disaster, which can be characterized as a 'mess' of interrelated problems. This study seeks to understand how coordination performance of response organizations in a disaster environment is assessed through a sound theoretical framework. Dynamic Capabilities Theory is widely used as a theoretical perspective to explain sustained organizational performance in dynamic environments. In this work, the theory is applied and tested to a simulated Chemical Disaster Spill of a Barcelona-based Disaster Response Organization. The case surfaced the limited applicability of the theory. Thus, insights on potential constructs that may be needed to extend the Dynamic Capabilities Theory are brought forth. Borrowing from other fields, the authors found preliminary empirical evidence to use a theoretical perspective based on improvisational and networked/collaborative capabilities. These results may benefit ROs by providing a better understanding of how they can sustain coordination performance in turbulent and networked environments.

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Managing Crises in the Twenty-First Century

Cited by 31 publications

References 77 publications

How Europe’s Political Leaders Made Sense of the Euro Crisis: The Influence of Pressure and Personality

How Europe’s Political Leaders Made Sense of the Euro Crisis: The Influence of Pressure and Personality

Global Governance Dimensions of Globally Networked Risks: The State of the Art in Social Science Research

Beyond resources and dynamic capabilities during disaster response: Response organizations in turbulent and networked environment: The case of a disaster response organization's simulated response to chemical spill disaster

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