Title

Public-Nonprofit Partnerships For Collective Action In Dynamic Contexts Of Emergencies

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. © Blackwell Publishers Ltd, 2006.

Publication Date

3-1-2006

Publication Title

Public Administration

Volume

84

Issue

1

Number of Pages

205-220

Document Type

Article

Personal Identifier

scopus

DOI Link

https://doi.org/10.1111/j.0033-3298.2006.00500.x

Socpus ID

33646680568 (Scopus)

Source API URL

https://api.elsevier.com/content/abstract/scopus_id/33646680568

This document is currently not available here.

Share

COinS