Emergency management and the information society: how to improve the synergy?

Wybo, Jean‐Luc; Lonka, Harriet

doi:10.1504/ijem.2002.000519

Cited by 30 publications

(9 citation statements)

References 2 publications

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“…Current literature assumed that a collaborative network plays an essential role in emergency management (Kapucu, 2005; Kapucu, Arslan, & Collins, 2010; Waugh & Streib, 2006; Wybo & Lonka, 2002). However, the requirement of quick response and high efficiency to manage crisis or disaster cannot afford participants to spend too much time and efforts to negotiate power structure in the collaboration.…”

Section: Contingency Framework Of Power Sharing In Collaborative Govementioning

confidence: 99%

Contingencies of Power Sharing in Collaborative Governance

Ran

2017

The American Review of Public Administration

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Section: Contingency Framework Of Power Sharing In Collaborative Govementioning

confidence: 99%

Contingencies of Power Sharing in Collaborative Governance

Ran

2017

The American Review of Public Administration

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“…Much of the credit can be given to the warmth and welcoming appreciation of the local community who contributed into the mission by allowing their rice fields to be flooded from the water drained out from the cave. The learning point in sustaining teaming for emergency management is the preparedness of the citizenry and local grassroot community (Wybo and Lonka, 2002) who share the same sentiments in collaborating with the mission by sacrificing what they have in order to save the lives of others. Groups were able to continue on teaming to try out other methods with each other to beat the pressure of time and constraints due to a structure that supported the actions and beliefs of finding the best solutions for all to come out safely.…”

Section: Search Phase: Teaming In Emergency Management For Getting Quality Results Learning For Ways To Be Productive and Getting Attitudmentioning

confidence: 99%

Search and rescue mission teaming lessons from the 13 trapped inside a Thai cave

Panphae

Phoewhawm

2020

IJEM

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This study draws on the events from the successful rescue of the 13 young men trapped inside a cave for providing emergency management a practical guideline in teaming. The work addressed the lessons learned for teaming in a search and rescue mission to function effectively and efficiently, being creative and innovative to challenges, dealing with constraints, reducing the wastage of time, managing accidents and mistakes, and coping with death. A case study was undertaken to examine the daily events of the search and rescue mission by following the articles written in online news sites. The mission becomes successful when the teams coordinate together as one cohesive unit. Teams have to re-examine their practical mode of operation for the sake of safety and well-being during the performance of searching and rescuing. Emergency management is promoting a 'learning from doing' environment by allowing teams to reflect on the procedures.

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“…A CASE STUDY OF S COMMUNITY IN BEIJING 90 Some scholars believed that the comprehensive management of community policing was related to the relationship between the subjects in community policing. Wybo and Lonka (2003) believed that the security governance of the community was an interactive process between government and other stakeholders, especially citizens. Waugh (2006) proposed that it was hard to cope with the crisis of public security by relying solely on the government.…”

Section: Citizen Participation In the Collaborative Community Policingmentioning

confidence: 99%

Social Networks and Citizen Participation in the Collaborative Community Policing—A Case Study of S Community in Beijing

Yuan-qing¹

2018

JMC

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It is of great significance to enhance collaborative community policing for crime prevention and better community-police relationships. Understanding the relational structure of collaborative community policing is necessary to pinpoint the pattern of interactions among key actors involved in community policing and improve the effectiveness of network governance. Based on 234 surveys of citizens of S Community in Beijing from April 2017 to May 2017, this paper empirically examines the characteristics of formal network and informal network of citizen participation in the collaborative community policing. Beijing is widely known for its active involvement of neighborhood volunteers in different types of community policing. We focused on four different types of interpersonal work relationships in this study: workflow, problem solving, mentoring and friendship, among resident committees, neighborhood administrative offices, media, police station, business security personnel, neighborhood volunteers, and security activists. The nature of relationships between individuals in networks can be treated as from instrumental ties to expressive ties. Expressive ties cover relationships that involve the exchange of friendship, trust, and socio-emotional support. We extended this intra-organizational insight into a community policing inter-organizational context. The collaborative network showed the trend of the distributed network. The clustering analysis showed that in the workflow network, we should make full use of the close interaction between the citizens and activists in the community. Meanwhile, in the problem-solving network, mentoring network and friendship network, interactions between citizens and neighborhood committee are weak. 89 comprehensive management of community policing is consistent with the concept of shared governance. The comprehensive management of community policing means that the transformation started from the traditional management of community policing to multi-participations in the comprehensive management of community policing.This article investigates the comprehensive management of community policing based on the social network method. Taking S community citizens in Beijing as an example, this paper observes the role of citizens in S community in Beijing in comprehensive governance, and studies the role of workflow network, problem-solving network, mentoring network, and friendship network. 99 actors (resident committees, neighborhood administrative offices, media, police station, business security personnel, neighborhood volunteers, and security activists) depend on the location of the node. Resident committees and media have a direct and strong relationship with other actors and are highly influential members of the network, thus occupying a strategic position of the network. Neighborhood volunteers rank third in the degree of workflow network, mentoring network, and friendship network, while ranking fourth in the degree of problem-solving network, indicating the impact of neighborhood volunt...

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Emergency management and the information society: how to improve the synergy?

Cited by 30 publications

References 2 publications

Contingencies of Power Sharing in Collaborative Governance

Contingencies of Power Sharing in Collaborative Governance

Search and rescue mission teaming lessons from the 13 trapped inside a Thai cave

Social Networks and Citizen Participation in the Collaborative Community Policing—A Case Study of S Community in Beijing

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