The dynamics of power in disaster response networks

Abstract

A major challenge for disaster scholars and policymakers is to understand the power dimension in response networks, particularly relating to collaboration and coordination. We propose a conceptual framework to study interests and negotiations in and between various civic and professional, response networks drawing on the concepts of "programming" and "switching" proposed by Manuel Castells in his work on the network society. Programming in disaster response refers to the ability to constitute response networks and to program/reprogram them in terms of the goals assigned to the network. Switching is the ability to connect different networks by sharing common goals and combining resources. We employ these concepts to understand how the US Federal Emergency Management Agency organized its response in the aftermath of Hurricanes Katrina and Sandy. Our conceptual framework can be used both by disaster scholars and policymakers to understand how networked power is constructed and utilized.

Toward development of comprehensive national disaster response plans: an evaluation of Nigeria's national disaster response plan, 2002

“…To undertake the above activities, it is necessary that effective collaboration and coordination among multiple stakeholders in a society affected by disaster are needed to build networks, develop targets, combine resources and undertake goal sharing among different actors, both governmental, private and non-governmental (Annamalai et al ., 2014; Abbasi and Kapucu, 2016; Mashi et al ., 2019). It has widely been shown that effective DM can best be achieved where networks are built and managed among critical stakeholders to particularly ensure connectivity among different line organizations, institutions, communities, individuals and agencies with a view to sharing information, knowledge, data and resources for the effective management of disasters (Hossain and Kuti, 2010; Cozzolino, 2012; Boersma et al ., 2021; Seeger et al ., 2021). Because DM works best when everyone works together, response plans need to be made that spell out each stakeholder's responsibilities, duties and expected contributions, as well as the type, level and direction of activities to be done in an emergency.…”

“…The main aims of disaster response are to: restore and maintain life in the affected community, ensure the safety of the victims, improve their health and well-being; and raise the morale of the victims. It is consequently regarded as the live wire of DM and achieving the elements associated with it clearly requires collaboration and coordination to build networks, develop targets, combine resources and undertake goal sharing among different actors, both governmental, private and non-governmental (Waugh and Streib, 2006; Kusumasari, 2012; Wachhaus, 2016; Nohrstedt, 2018; Mashi et al ., 2019; Boersma et al ., 2021; Algiriyage et al ., 2022).…”

Organizing for supply chain resilience: a high reliability network perspective

“…, 2018; Roud, 2021)), swift-trust (Meyerson et al. , 1996) or the dynamics of power (Boersma et al. , 2021).…”

“…There are three priorities: first, to assess the relevance and value of design principles derived for high reliability organizations (Gillingham and Applehans, 2022;Roberts and Bea, 2001;Weick and Sutcliffe, 2007) to supply chain and network settings; second to evaluate related research in other networkoriented organizations (for example, Grabowski and Roberts (2019) that write about reliability seeking "virtual" organizations, some of which (pp. 513-514) have significant supply chain connections); third, to investigate key network processes (for example, improvisation as a containment strategy (Frykmer et al, 2018;Roud, 2021)), swift-trust (Meyerson et al, 1996) or the dynamics of power (Boersma et al, 2021). We anticipate such research will yield theoretically rich findings.…”

Entanglements of Identity and Resilience in the Camp Fire’s Network of Disaster-Specific Facebook Groups

“…Organizing recovery from the Camp Fire in Facebook groups also exemplifies the influence of everyday citizens, who are often overlooked, in disaster response networks. Scholars argue understanding the power dynam-ics involved in collaborating and coordinating in disaster response networks is vital to combining resources and accomplishing a common goal (Boersma et al, 2021). Integrating citizen-driven social media groups, such as CFFGs, into formal disaster response networks offers a more comprehensive depiction of the resilience labor occurring after a disaster.…”