Collaborative crisis management: a plausibility probe of core assumptions

Charles F Parker; Daniel Nohrstedt; Julia Baird; Helena Hermansson; Olivier Rubin; Erik Baekkeskov

doi:10.1080/14494035.2020.1767337

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Collaborative crisis management: a plausibility probe of core assumptions

Journal article

Open access

Peer reviewed

Collaborative crisis management: a plausibility probe of core assumptions

Charles F Parker, Daniel Nohrstedt, Julia Baird, Helena Hermansson, Olivier Rubin and Erik Baekkeskov

Policy and Society, Vol.39(4), pp.510-529

2020

DOI: https://doi.org/10.1080/14494035.2020.1767337

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Abstract

Policy and Administration

collaborative governance

crisis management

comparative case-studies

extreme events

disasters

In this article, we utilize the Collaborative Governance Databank to empirically explore core theoretical assumptions about collaborative governance in the context of crisis management. By selecting a subset of cases involving episodes or situations characterized by the combination of urgency, threat, and uncertainty, we conduct a plausibility probe to garner insights into a number of central assumptions and dynamics fundamental to understanding collaborative crisis management. Although there is broad agreement among academics and practitioners that collaboration is essential for managing complex risks and events that no single actor can handle alone, in the literature, there are several unresolved claims and uncertainties regarding many critical aspects of collaborative crisis management. Assumptions investigated in the article relate to starting-points and triggers for collaboration, level of collaboration, goal-formulation, adaptation, involvement and role of non-state actors, and the prevalence and impact of political infighting. The results confirm that crises represent rapidly moving and dynamic events that raise the need for adaptation, adjustment, and innovation by diverse sets of participants. We also find examples of successful behaviours where actors managed, despite challenging conditions, to effectively contain conflict, formulate and achieve shared goals, adapt to rapidly changing situations and emergent structures, and innovate in response to unforeseen problems.

Details

Title: Collaborative crisis management: a plausibility probe of core assumptions
Authors: Charles F Parker (Author) - Uppsala University, Sweden
Daniel Nohrstedt (Author) - Uppsala University, Sweden
Julia Baird (Author) - Brock University, Canada
Helena Hermansson (Author) - Swedish Defense University, Sweden
Olivier Rubin (Author) - Roskilde University, Denmark
Erik Baekkeskov (Author) - University of Melbourne
Publication details: Policy and Society, Vol.39(4), pp.510-529
Publisher: Elsevier BV
Date published: 2020
DOI: 10.1080/14494035.2020.1767337
ISSN: 1449-4035
Copyright note: Copyright © 2020 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group. This is an Open Access article distributed under the terms of the Creative Commons Attribution-NonCommercial License (http://creativecommons.org/licenses/by-nc/4.0/), which permits unrestricted non-commercial use, distribution, and reproduction in any medium, provided the original work is properly cited.
Organisation Unit: University of the Sunshine Coast, Queensland; Sustainability Research Cluster
Language: English
Record Identifier: 99450965602621
Output Type: Journal article

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Collaboration types: Domestic collaboration; International collaboration
Web Of Science research areas: Political Science; Public Administration