Public-nonprofit partnerships for collective action in dynamic contexts of emergencies

    Authors

    N. Kapucu

    Comments

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    Abbreviated Journal Title

    Public Adm.

    Keywords

    NETWORKS; Political Science; Public Administration

    Abstract

    This article seeks to understand the problem of building cooperation among public and nonprofit organizations to achieve public service goals in emergencies. It also examines the factors that contribute to successful public-nonprofit partnerships (PNP) and what factors inhibit their development. The theoretical framework draws upon the literature on social capital, network theory and organizational collaboration. The article uses the network analysis perspective to assess the relationships among organizations in terms of their strength, direction and density in the rapid evolution of emergency response operations. The theoretical framework is applied to analyse the interorganizational responses to the 11 September 2001 World Trade Center (WTC) terrorist attacks in New York City. Emergency response operations required coordinated action among many actors across multiple jurisdictions under conditions of urgent stress, high demand and tight time constraints. This type of network analysis can constitute a field of substantial interest and importance to democratic societies that are seeking to manage problems of public service delivery in emergencies using innovative means.

    Journal Title

    Public Administration

    Volume

    84

    Issue/Number

    1

    Publication Date

    1-1-2006

    Document Type

    Article

    Language

    English

    First Page

    205

    Last Page

    220

    WOS Identifier

    WOS:000235257700010

    ISSN

    0033-3298

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