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  • 1.
    Brändström, Annika
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Bynander, Fredrik
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    t Hart, Paul
    Utrecht School of Governance, Utrecht.
    Governing by looking back: historical analogies and crisis management2004In: Public Administration, ISSN 0033-3298, E-ISSN 1467-9299, Vol. 82, no 1, p. 191-210Article in journal (Refereed)
    Abstract [en]

    This article offers a conceptual framework that broadens and enhances our understanding of the role of 'history' in contemporary governance and the attempts by policy-makers to 'manage' critical issues. Building upon the literature on historical analogies in policy-making, we distinguish three dimensions that clarify how the past may emerge in and affect the current deliberations, choices and rhetoric of policy-makers. We apply this in a comparative examination of two cases of crisis management where historical analogies played an important part: the Swedish response to (alleged) submarine intrusions in 1982, and the European Union sanctions against Austria in 1999. We induce from the case comparison new concepts and hypotheses for understanding the role of historical analogies in public policy-making and crisis management.

  • 2.
    Galaz, Victor
    et al.
    Stockholms universitet.
    Moberg, Fredrik
    Stockholms universitet.
    Olsson, Eva-Karin
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Paglia, Eric
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Parker, Charles
    Uppsala universitet.
    Institutional and political leadership dimensions of cascading ecological crises2011In: Public Administration, ISSN 0033-3298, E-ISSN 1467-9299, Vol. 89, no 2, p. 361-380Article in journal (Refereed)
    Abstract [en]

    While some of the future impacts of global environmental change such as some aspects of climate change can be projected and prepared for in advance, other effects are likely to surface as surprises - that is situations in which the behaviour in a system, or across systems, differs qualitatively from expectations. Here we analyse a set of institutional and political leadership challenges posed by 'cascading' ecological crises: abrupt ecological changes that propagate into societal crises that move through systems and spatial scales. We illustrate their underlying social and ecological drivers, and a range of institutional and political leadership challenges, which have been insufficiently elaborated by either crisis management researchers or institutional scholars. We conclude that even though these sorts of crises have parallels to other contingencies, there are a number of major differences resulting from the combination of a lack of early warnings, abrupt ecological change, and the mismatch between decision-making capabilities and the cross-scale dynamics of social-ecological change.

  • 3.
    Hermansson, Helena
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Disaster Management Collaboration in Turkey: Assessing Progress and Challenges of Hybrid Network Governance2016In: Public Administration, ISSN 0033-3298, E-ISSN 1467-9299, Vol. 94, no 2, p. 333-349Article in journal (Refereed)
    Abstract [en]

    Managing disasters generally demands multiorganizational collaboration and collaborative skills. In Turkey, observed shortcomings in disaster management collaboration prompted a reorganization of the disaster management system that led to the emergence of a centralized hybrid network. The network governance literature generally heralds decentralized organization and shared network governance, which facilitate collaboration by maximizing trust and legitimacy and minimizing power imbalances. Through the use of 24 semi-structured interviews, this article's objective is to assess the applicability of prior theoretical assumptions regarding interorganizational collaboration in a political-administrative context different from that in which they were originally developed. The study contributes to the theoretical discussion about how political-administrative system attributes might influence interorganizational disaster management collaboration. The results suggest that ‘tailor-fitting’ interorganizational network designs to the political-administrative culture can be beneficial for collaborative disaster management. Furthermore, results suggest that more effort should be devoted to examining cases where actors manage to overcome barriers to collaboration despite challenging institutional and political-administrative landscapes.

  • 4.
    Nohrstedt, Daniel
    et al.
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Hansén, Dan
    Swedish National Defence College, Department of Security and Strategic Studies (ISS), CRISMART (National Center for Crisis Management Research and Training).
    Converging Under Pressure?: Counterterrorism Policy Developments in the European Union Member States2010In: Public Administration, ISSN 0033-3298, E-ISSN 1467-9299, Vol. 88, no 1, p. 190-210Article in journal (Refereed)
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