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Collaborative Crisis Management in Turkey: Perceptions and Outcomes of Collaboration During Two Earthquakes
Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Stockholm.ORCID iD: 0000-0002-3604-801X
2020 (English)In: Collaborative Crisis Management: Inter-Organizational Approaches to Extreme Events / [ed] Fredrik Bynander, Daniel Nohrstedt, Routledge, 2020, p. 80-91Chapter in book (Refereed)
Abstract [en]

In an effort to address some of the current knowledge gaps in the literature on collaborative crisis management, this chapter explores the nature and development of the political-administrative system in Turkey and the role some of its attributes played for collaboration during the response to two earthquakes in southeast Turkey in 2011. In particular, the chapter investigates how state-society relationships, political conflicts, and intergovernmental relations influenced stakeholder collaboration during the earthquake response. In order to capture how the actors perceived collaboration and how they organized their collaborative activities, interviews were conducted with state officials from varying administrative levels, municipality and NGO representatives as well as village and neighborhood leaders, all of whom were involved in managing the earthquake disasters. By applying a general collaborative governance framework, this chapter attempts to shed light on the perceptions of collaboration in Turkey’s political-administrative system and the role it plays for collaboration. Two components of this framework are in particular focus: the drivers (i.e. uncertainty, interdependence, initiating leadership, and consequential incentives) and the “system context” (socio-economic and cultural characteristics) as well as the interplay between them. This chapter illustrates that there are evident differences across political-administrative systems regarding the conditions for collaboration, who is engaged in such activities, and what collaborations can realistically achieve. The chapter highlights that there needs to be a greater recognition of how these conditions for collaboration, and collaboration itself, may differ in various settings. Also, research should pay close attention to meanings and values that actors in these varying political-administrative systems ascribe to collaboration, as these too affect the outcomes of such activities.

Place, publisher, year, edition, pages
Routledge, 2020. p. 80-91
National Category
Public Administration Studies
Research subject
Ledarskap under påfrestande förhållanden
Identifiers
URN: urn:nbn:se:fhs:diva-9813Libris ID: 9mkpcsh0708zs7h7ISBN: 9780367148560 (print)ISBN: 9780429244308 (electronic)ISBN: 9780367148522 (print)OAI: oai:DiVA.org:fhs-9813DiVA, id: diva2:1539239
Available from: 2021-03-23 Created: 2021-03-23 Last updated: 2021-03-30Bibliographically approved

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Hermansson, Helena

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CiteExportLink to record
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Cite
Citation style
  • apa
  • harvard-cite-them-right
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
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  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf