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The Effect of Problem Severity, Managerial and Organizational Capacity, and Agency Structure on Intergovernmental Collaboration: Evidence from Local Emergency Management
16 references·16 citing·45 second hopsampled
The Effect of Problem Severity, Managerial and Organizational Capacity, and Agency Structure on Intergovernmental Collaboration: Evidence from Local Emergency Management (2010)The Effect of Problem Severity, Manageria…The Design and Implementation of Cross‐Sector Collaborations: Propositions from the Literature (2006)The Design and Implementation…Inside Collaborative Networks: Ten Lessons for Public Managers (2006)Inside Collaborative Networks…Collaborative Public Management: Assessing What We Know and How We Know It (2006)Collaborative Public Manageme…Collaboration Processes: Inside the Black Box (2006)Collaboration Processes: Insi…Collaboration and Leadership for Effective Emergency Management (2006)Collaboration and Leadership …Network Structures: Working Differently and Changing Expectations (2004)Network Structures: Working D…Collaborative Public Management: New Strategies for Local Governments (2004)Collaborative Public Manageme…Social Vulnerability to Environmental Hazards * (2003)Social Vulnerability to Envir…Public Management and Educational Performance: The Impact of Managerial Networking (2003)Public Management and Educati…Elements of Resilience After the World Trade Center Disaster: Reconstituting New York City's Emergency Operations Centre (2003)Elements of Resilience After …Managerial Strategies and Behavior in Networks: A Model with Evidence from U.S. Public Education (2001)Managerial Strategies and Beh…Treating Networks Seriously: Practical and Research-Based Agendas in Public Administration (1997)Treating Networks Seriously: …Understanding and Managing Public Organizations (1992)Understanding and Managing Pu…Toward a Comprehensive Theory of Collaboration (1991)Toward a Comprehensive Theory…Three Types of Perceived Uncertainty About the Environment: State, Effect, and Response Uncertainty (1987)Three Types of Perceived Unce…The Causal Texture of Organizational Environments (1965)The Causal Texture of Organiz…The Use of Crisis Communication Strategies in Emergency Management (2021)The Use of Crisis Communicati…The Loss of Capacity in Public Organizations: A Public Administration Challenge (2020)The Loss of Capacity in Publi…Street-level bureaucrats under COVID-19: Police officers’ responses in constrained settings (2020)Street-level bureaucrats unde…Lessons From COVID-19 Responses in East Asia: Institutional Infrastructure and Enduring Policy Instruments (2020)Lessons From COVID-19 Respons…Time dynamics of emergency response network for hazardous chemical accidents: A case study in China (2019)Time dynamics of emergency re…Striving for State of the Art with Paradigm Interplay and Meta-Synthesis: Purpose-oriented Network Research Challenges and Good Research Practices as a Way Forward (2019)Striving for State of the Art…Picking the Team: A Preliminary Experimental Study of the Activation of Collaborative Network Members (2017)Picking the Team: A Prelimina…Managing Crises Collaboratively: Prospects and Problems—A Systematic Literature Review (2017)Managing Crises Collaborative…Collaborative public management and systems thinking (2017)Collaborative public manageme…Formation and performance of collaborative disaster management networks: Evidence from a Swedish wildfire response (2016)Formation and performance of …Adaptive governance for resilience in the wake of the 2011 Great East Japan Earthquake and Tsunami (2015)Adaptive governance for resil…“Hard,” “Soft,” or “Tough Love” Management: What Promotes Successful Performance in a Cross-Organizational Collaboration? (2015)“Hard,” “Soft,” or “Tough Lov…What Have We Learned since September 11, 2001? A Network Study of the Boston Marathon Bombings Response (2014)What Have We Learned since Se…Understanding Multiplexity of Collaborative Emergency Management Networks (2014)Understanding Multiplexity of…Complexities in Communication and Collaboration in the Hurricane Warning System (2014)Complexities in Communication…New Steering Concepts in Public Management (2011)New Steering Concepts in Publ…The External Control of Organizations. (1978)Collaboration theory and community tourism planning (1995)Strategic management a stakeholder approach (2010)An Integrative Framework for Collaborative Governance (2011)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)STRATEGIC SENSEMAKING AND ORGANIZATIONAL PERFORMANCE: LINKAGES AMONG SCANNING, INTERPRETATION, ACTION, AND OUTCOMES. (1993)Predictors and outcomes of openness to changes in a reorganizing workplace. (2000)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)External Control of Organizations: Resource Dependence Perspective (2011)Organizational Response to Adversity: Fusing Crisis Management and Resilience Research Streams (2017)At Risk: Natural Hazards, People's Vulnerability and Disasters (1994)Bowling alone (2000)Bowling alone: the collapse and revival of American community (2000)Community Resilience as a Metaphor, Theory, Set of Capacities, and Strategy for Disaster Readiness (2007)A place-based model for understanding community resilience to natural disasters (2008)Defining urban resilience: A review (2015)Governing the Commons (1990)Wicked Problems (2013)Public Value Governance: Moving Beyond Traditional Public Administration and the New Public Management (2014)Research in Organizational Behavior. (1986)DOES FAMILIARITY BREED TRUST? THE IMPLICATIONS OF REPEATED TIES FOR CONTRACTUAL CHOICE IN ALLIANCES. (1995)Does Trust Matter? Exploring the Effects of Interorganizational and Interpersonal Trust on Performance (1998)The Whole‐of‐Government Approach to Public Sector Reform (2007)From Red Tape to Results: Creating a Government That Works Better and Costs Less (1993)From Responsiveness to Collaboration: Governance, Citizens, and the Next Generation of Public Administration (2002)Governing by Network: The New Shape of the Public Sector (2004)The Role of Nonprofits in Disaster Response: An Expanded Model of Cross‐Sector Collaboration (2007)The Network Governance of Crisis Response: Case Studies of Incident Command Systems (2009)Collaborative Decision-Making in Emergency and Disaster Management (2011)Dilemmas in a general theory of planning (1973)Rules, Games, and Common-Pool Resources (1994)Reinventing Government: How the Entrepreneurial Spirit is Transforming the Public Sector (1995)Modes of Network Governance: Structure, Management, and Effectiveness (2007)Wicked Problems, Knowledge Challenges, and Collaborative Capacity Builders in Network Settings (2008)Design for a Brain (1952)New Patterns of Management. (1962)Characteristics of Organizational Environments and Perceived Environmental Uncertainty (1972)THE HUMAN SIDE OF ENTERPRISE (1985)Stakeholder Theory: The State of the Art (2010)Organizing for Innovation in the Digitized World (2012)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Evolution of Cooperation (1981)Designing and Implementing Cross‐Sector Collaborations: Needed and Challenging (2015)Galloping Elephants: Developing Elements of a Theory of Effective Government Organizations (1999)What to do when Stakeholders matter (2004)
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References

  • 2003Social Vulnerability to Environmental Hazards *5,731 cited
  • 1965The Causal Texture of Organizational Environments2,968 cited
  • 1987Three Types of Perceived Uncertainty About the Environment: State, Effect, and Response Uncertainty2,649 cited
  • 2006The Design and Implementation of Cross‐Sector Collaborations: Propositions from the Literature2,398 cited
  • 1992Understanding and Managing Public Organizations1,811 cited
  • 2006Collaboration Processes: Inside the Black Box1,383 cited
  • 1991Toward a Comprehensive Theory of Collaboration1,285 cited
  • 1997Treating Networks Seriously: Practical and Research-Based Agendas in Public Administration1,244 cited
  • 2006Collaboration and Leadership for Effective Emergency Management1,125 cited
  • 2006Collaborative Public Management: Assessing What We Know and How We Know It932 cited
  • 2004Collaborative Public Management: New Strategies for Local Governments871 cited
  • 2006Inside Collaborative Networks: Ten Lessons for Public Managers713 cited
  • 2003Elements of Resilience After the World Trade Center Disaster: Reconstituting New York City's Emergency Operations Centre574 cited
  • 2001Managerial Strategies and Behavior in Networks: A Model with Evidence from U.S. Public Education462 cited

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2004
Network Structures: Working Differently and Changing Expectations
460 cited
  • 2003Public Management and Educational Performance: The Impact of Managerial Networking460 cited
  • Cited by

    • 2014Understanding Multiplexity of Collaborative Emergency Management Networks192 cited
    • 2020Lessons From COVID-19 Responses in East Asia: Institutional Infrastructure and Enduring Policy Instruments160 cited
    • 2015Adaptive governance for resilience in the wake of the 2011 Great East Japan Earthquake and Tsunami152 cited
    • 2014What Have We Learned since September 11, 2001? A Network Study of the Boston Marathon Bombings Response145 cited
    • 2016Formation and performance of collaborative disaster management networks: Evidence from a Swedish wildfire response142 cited
    • 2017Managing Crises Collaboratively: Prospects and Problems—A Systematic Literature Review140 cited
    • 2020Street-level bureaucrats under COVID-19: Police officers’ responses in constrained settings105 cited
    • 2019Time dynamics of emergency response network for hazardous chemical accidents: A case study in China53 cited
    • 2021The Use of Crisis Communication Strategies in Emergency Management51 cited
    • 2017Collaborative public management and systems thinking29 cited
    • 2017Picking the Team: A Preliminary Experimental Study of the Activation of Collaborative Network Members27 cited
    • 2020The Loss of Capacity in Public Organizations: A Public Administration Challenge25 cited
    • 2015“Hard,” “Soft,” or “Tough Love” Management: What Promotes Successful Performance in a Cross-Organizational Collaboration?25 cited
    • 2019Striving for State of the Art with Paradigm Interplay and Meta-Synthesis: Purpose-oriented Network Research Challenges and Good Research Practices as a Way Forward25 cited
    • 2011New Steering Concepts in Public Management22 cited
    • 2014Complexities in Communication and Collaboration in the Hurricane Warning System21 cited