Isolated and Broken Bridges from Interorganizational Emergency Management Networks: An Institutional Collective Action Perspective

2017 ◽  
Vol 55 (3) ◽  
pp. 950-975 ◽  
Author(s):  
Kyujin Jung ◽  
Minsun Song ◽  
Richard Feiock
Keyword(s):  
Social Network ◽  
Collective Action ◽  
Emergency Management ◽  
Integrated Approach ◽  
Interorganizational Collaboration ◽  
Interorganizational Networks ◽  
Institutional Collective Action ◽  
Exogenous Factors ◽  
Bridging Strategy

We examine how interorganizational networks evolved after a disaster with an integrated approach that combines both social network perspectives and emergency management perspectives. This research describes changes in organizations that play a bridging role in interorganizational collaboration and examines endogenous and exogenous factors that lead organizations to be isolated during a disaster. Building from the Institutional Collective Action (ICA) framework, we argue that organizations that play the bridging role between two other organizations may fail to sustain their ties after a disaster. Because the bridging strategy involves risks, organizations are more likely to forge direct ties to other organizations that have resources they need rather than rely on bridges that they created before the disaster. We apply a stochastic actor-oriented model to show the dynamics of emergency management networks during the 2013 Seoul floods. This study contributes to understanding how the bridging strategy can be emasculated by endogenous and exogenous factors.

scholarly journals Coordination Effectiveness During Public Health Emergencies: An Institutional Collective Action Framework

2021 ◽  
pp. 009539972098544
Author(s):  
Ismail Soujaa ◽  
Julius A. Nukpezah ◽  
Abraham David Benavides
Keyword(s):  
Public Health ◽  
Collective Action ◽  
Emergency Management ◽  
Fort Worth ◽  
Local Authorities ◽  
Lead Agency ◽  
Public Health Emergencies ◽  
Institutional Collective Action ◽  
Practical Implications ◽  
Conducive Environment

This article draws on the institutional collective action (ICA) framework and data from a survey of senior public health and emergency management professionals in the Dallas–Fort Worth metroplex following the Ebola outbreak to investigate coordination effectiveness during public health emergencies. Based on the study findings, the article recommends that having an identifiable lead agency, official statements from local authorities, a conducive environment for informal conversations, and communication activities that inform, connect, and involve professionals is essential for an effective coordination. Practical implications of the study extend to how to mitigate collective action dilemmas with regard to coordinating COVID-19 pandemic responses.

Learning Conversation and Shared Network Leadership

2010 ◽  
Vol 9 (4) ◽  
pp. 181-194 ◽  
Author(s):  
Jürgen Weibler ◽  
Sigrid Rohn-Endres
Keyword(s):  
Qualitative Research ◽  
Grounded Theory ◽  
Social Network ◽  
Interorganizational Networks ◽  
Original Network ◽  
High Quality ◽  
Qualitative Research Design ◽  
Collective Processes ◽  
Shared Network ◽  
Practical Implications

This paper develops an understanding of how shared leadership emerges in social network interactions. On the basis of a qualitative research design (grounded theory methodology – GTM) our study in two interorganizational networks offers insights into the interplay between structures, individuals, and the collective for the emergence of shared network leadership (SNL). The network-specific Gestalt of SNL appears as a pattern of collective and individual leadership activities unified under the roof of a highly developed learning conversation. More importantly, our findings support the idea that individual network leadership would not emerge without embeddedness in certain high-quality collective processes of relating and dialogue. Both theoretical and practical implications of this original network leadership perspective are discussed.

scholarly journals The Mechanism of Social Organization Participation in Natural Hazards Emergency Relief: A Case Study Based on the Social Network Analysis

2019 ◽  
Vol 16 (21) ◽  
pp. 4110 ◽  
Author(s):  
Yingxin Chen ◽  
Jing Zhang ◽  
Pandu R. Tadikamalla ◽  
Lei Zhou
Keyword(s):  
Social Network ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Emergency Management ◽  
Social Organization ◽  
Natural Hazards ◽  
Quantitative Research ◽  
Emergency Relief ◽  
The Social

The uncertainty and complexity of natural hazards put forward new requirements for emergency management systems. In order to deal with natural hazards effectively, it is important to build a cooperative network between government organizations and social organizations. The social network analysis method is adopted, the April 2013 Ya’an China earthquake is taken as a case study, the institutionalized emergency organization network before the disaster and the actual response organization network after the disaster are analyzed, and centrality, between centrality, closeness centrality and core-periphery are calculated. Through qualitative and quantitative research, the functions of social organization in the process of natural hazards emergency relief are revealed, the role orientation of social organization in the emergency management network is analyzed, and the influence factors of the social organization participation in the natural hazards relief is pointed out. Research results will help to promote the cooperation between social organization and government, and improve the efficiency of natural hazards emergency relief.

Beyond Institutional Collective Action: Why and When Do Metropolitan Governments Collaborate?

2019 ◽  
Vol 51 (3) ◽  
pp. 197-209 ◽  
Author(s):  
Manlio F. Castillo
Keyword(s):  
Collective Action ◽  
Local Governments ◽  
Costs And Benefits ◽  
Institutional Collective Action ◽  
Institutional Structures ◽  
Management Capabilities

The essay explores why and when metropolitan governments collaborate beyond the assumptions of the Institutional Collective Action (ICA) framework. It claims that metropolitan governments not only create collaborative arrangements after comparing their costs and benefits, or when spontaneously their agendas get aligned. This article argues that the success of metropolitan interlocal collaboration also rests on the proclivity to collaboration of independent local governments’ institutional structures, which, in turn, depends on how local governments and their management capabilities have been shaped and evolved, both individually and comparatively with neighboring governments. Additionally, the article classifies and explains four basic models of metropolitan collaborative arrangements.

Updating the Institutional Collective Action Framework

2020 ◽  
Author(s):  
Serena Y. Kim ◽  
William L. Swann ◽  
Christopher M. Weible ◽  
Thomas Bolognesi ◽  
Rachel M. Krause ◽  
...  
Keyword(s):  
Collective Action ◽  
Institutional Collective Action

scholarly journals Spitting in the Salad: Minor Rebellion as Institutional Agency

2019 ◽  
Vol 41 (4) ◽  
pp. 543-561 ◽  
Author(s):  
Liisa Välikangas ◽  
Arne Carlsen
Keyword(s):  
Social Network ◽  
Collective Action ◽  
Asset Management ◽  
Hedge Fund ◽  
Deleuze And Guattari ◽  
Major Field ◽  
Robin Hood ◽  
Social Inquiry ◽  
Institutional Agency ◽  
Cultural Frames

How can a desire for rebellion drive institutional agency, and how is such desire produced? In this paper, we develop a theory of minor rebellion as a form of institutional agency. Drawing from the work of Deleuze and Guattari as well as from notions of social inquiry and the sociology of punk, we qualify and illustrate minor rebellion as a lived-in field of desire and engagement that involves deterritorializing of practice in the institutional field. Three sets of processes are involved: (i) minor world-making, through establishing the aesthetics and relations of an outsider social network within a major field, including the enactment of cultural frames of revolt and radicalism; (ii) minor creating, through constructing and experimenting with terms, concepts, and technology that somehow challenge hegemony from within; and (iii) minor inquiring, through problematizing social purposes and the related experiential surfacing of the desirable new. Minor rebellion suggests a new solution to the paradox of embedded agency by describing institutional agency as shuttling between political contest and open-ended social inquiry, involving anti-sentiments, but also being for something. The paper also contributes to recasting institutional agency as a process resulting from emergent collective action rather than preceding it. To illustrate our theorizing, we describe the emergence of Robin Hood Asset Management, a Finnish activist hedge fund. At the end of the paper we discuss how minor rebellion raises new questions about the multiplicities and eventness of desiring in institutional agency.

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