How perceived risks in interorganizational collaboration shape disaster response strategies
| Published date | 01 August 2024 |
| Author | Minsun Song,Joungyoon Hwang,Namhoon Ki |
| Date | 01 August 2024 |
| DOI | http://doi.org/10.1002/pad.2048 |
Received: 8 September 2023
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Revised: 5 March 2024
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Accepted: 29 March 2024
DOI: 10.1002/pad.2048
RESEARCH ARTICLE
How perceived risks in interorganizational collaboration
shape disaster response strategies
Minsun Song
1
|Joungyoon Hwang
2
|Namhoon Ki
3
1
Valdosta State University, Valdosta,
Georgia, USA
2
Yonsei University, Seoul, Republic of Korea
3
Department of Public Administration/
Graduate School of Governance,
Sungkyunkwan University, Seoul, Republic of
Korea
Correspondence
Namhoon Ki, Department of Public
Administration/Graduate School of
Governance, Sungkyunkwan University, 25‐2
Seonggyungwan‐ro, Jongno‐gu, Seoul,
Republic of Korea.
Email: namhoonki@skku.edu
Funding information
Ministry of Education of the Republic of
Korea; National Research Foundation of
Korea, Grant/Award Number: NRF‐
2023S1A5A2A03083915
Abstract
Interorganizational collaboration is a means, through which governments to effec-
tively respond to disasters. However, the extent to which collaboration risks
embedded in interorganizational relationships shape such collaborative arrange-
ments largely remains unanswered. This study examined the impact of collaboration
risks as perceived by organizational representatives with regard to emergency
management (EM). To this end, we conducted an EM survey in Seoul in 2015 and
analyzed the data using a quadratic assignment procedure logistic regression. The
dyadic network analytic results demonstrated that the aggregate risks as perceived
by paired organizations are negatively associated with the establishment of
collaboration ties. In contrast, a significant disparity in the perceived risk levels
between paired organizations promotes collaborative network arrangements; when
one party perceives substantially lower collaboration risks relative to the other, it
can create a favorable condition for both parties to initiate interorganizational
collaboration.
KEYWORDS
collaboration risk, emergency management, interorganizational collaboration, risk perception
disparity
1
|
INTRODUCTION
Local governments are often confronted with demanding challenges
and complex social issues that sometimes exceed their capacities and
capabilities to effectively address. A single government entity is
incapable of delivering an adequate degree of public service when
addressing complex issues commonly referred to as 'wicked prob-
lems' (Feiock & Shrestha, 2016; Silvia, 2011). To address these
challenges, local governments often find solutions by collaborating
with other such institutions (Cejudo & Gómez‐Álvarez, 2023; Rittel &
Webber, 1973; Ryu & Johansen, 2017), which enables them, for
example, to increase their potential resource capacity (Chen, 2008)
and ability to handle such challenges. Governments, therefore, have a
strong incentive to establish partnerships with other governments or
organizations (Huang et al., 2023; Smoke et al., 2023). The field of
emergency management (EM) is no exception; efficient collaboration
across regional and administrative boundaries is highly required,
especially under urgent and unstable circumstances (McGuire &
Silvia, 2010).
In the collaboration context, the most common challenge is that
building collaborative relationships between organizations inevitably
involves collaboration risks. Collaboration risk is referred to as the
extent to which “collaboration efforts will fail to hold together or fail
to effectively resolve the collective dilemma” (Feiock, 2013, p. 406).
This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, pro-
vided the original work is properly cited.
© 2024 The Authors. Public Administration and Development published by John Wiley & Sons Ltd.
170
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Public Admin Dev. 2024;44:170–184. wileyonlinelibrary.com/journal/pad
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