Collaboration and leadership for effective emergency management

Public Administration Review

Volumn 66, Issue SUPPL. 1, 2006, Pages 131-140

  Waugh Jr , William L ^a   Straib, Gregory ^a  

^a GEORGIA STATE UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 33750936040     PISSN: 00333352     EISSN: 15406210     Source Type: Journal    
DOI: 10.1111/j.1540-6210.2006.00673.x     Document Type: Review

References (36)

1. Agranoff, Robert, and Michael McGuire. 2003. Inside the Matrix: Integrating the Paradigms of Intergovernmental and Network Management. International Journal of Public Administration 26(12): 1401-22.
2. Bea, Keith. 2004. Emergency Management Preparedness Standards: Overview and Options for Congress. Washington, DC: Congressional Research Service.
3. California, Governor's Office of Emergency Services. 2001. They Will Come: Post-Disaster Volunteers and Local Governments, www.oes.ca.gov [accessed August 28, 2006].
4. Comfort, Louise K. 1999. Shared Risks: Complex Systems in Seismic Response. Oxford, UK: Pcrgamon/Elscvicr Science.
5. Drabek, Thomas. 1987. The Professional Emergency Manager. Boulder, CO: University of Colorado, Institute for Behavioral Science.
6. Federal Emergency Management Agency (FEMA). 2004. 2004-2005 Training, Catalog: Catalog of Courses for the National Fire Academy and the Emergency Management Institute. Emmitsburg, MD: U.S. Fire Administration/FEMA.
7. Fritz, Charles E., and J. H. Mathewson. 1956. Convergence Behavior in Disasters: A Problem in Social Control. Washington, DC: National Academy of Sciences, National Research Council.
8. Gabris, Gerald T. 2004. Developing Public Managers into Credible Public Leaders: Theory and Practical Implications. International Journal of Organization Theory and Behavior 7 (2): 209-30.
9. Goldsmith, Stephen, and William D. Eggers. 2004. Governing by Network: The New Shape of the Public Sector, Washington, DC: Brookings Institution Press.
10. Gore, Al. 1993. From Red Tape to Results: Creating a Government That Works Better and Costs Less. Report of the National Performance Review. Washington, DC: U.S. Government Printing Office.
11. Heyman, David, and James Jay Carafano. 2004. DHS 2.0: Rethinking the Department of Homeland Security. Special Report No. 2, Heritage Foundation. www.heritage.org/Research/HomelandDefense/sr02.cfm [accessed August 28, 2006].
12. Inglesby, Thomas V., Rita Grossman, and Tara O'Toole. 2001. A Plague on Your City: Observations from TOPOFF. Clinical Infectious Diseases 32(3): 436-45.
13. Kettl, Donald F. 2006. National Emergency Management: Where Does FEMA Belong? Testimony before the U.S. Senate Committee on Homeland Security and Governmental Affairs. 109th Cong., 2nd sess., June 8. http://hsgac.scnate.gov/_files/060806Kettl.pdf [accessed August 28, 2006].
14. Lipton, Eric. 2005. Worker Tells of Response by FEMA. New York Times, October 21.
15. Lowe, S., and A. Fothergill. 2003. A Need to Help: Emergent Volunteer Behavior after September 11th. In Beyond September 11th: An Account of Post-Disaster Research, edited by J. L. Monday, 293-314. Boulder: University of Colorado, Institute of Behavioral Science, Natural Hazards Research and Applications Information Center.
16. Lucas, Valerie J. 2005. Analysis of Baseline Assessments: Emergency Management Accreditation Program, 2003-2004. Master's thesis, California State University, Long Beach.
17. Meese, Edwin, James Jay Carafano, and Richard Weitz. 2005. Organizing for Victory: Proposals for Building a Regional Homeland Security Structure. Backgrounder No. 1817, Heritage Foundation. www.heritage.org/Research/ HomelandDefense/bg1817.cfm [accessed August 28, 2006].
18. O'Toole, Laurence J., Jr., and Kenneth J. Meier. 2004. Desperately Seeking Selznick: Co-optation and the Dark Side of Public Management in Networks. Public Administration Review 64(6): 681-94.
19. Sahlin, Monte. 1992. Paradigm Shift. Speech to the Conference of the National Volunteer Organizations Active in Disaster, September 14. www.nvoad.org/articles/paradigm.php [accessed August 28, 2006].
20. Seeley, Karen. 2005. The Psychological Treatment of Trauma and the Trauma of Psychological Treatment: Talking to Psychotherapists about 9/11. In Wounded City: The Social Impact of 9/11, edited by Nancy Foner 263-92. New York: Russell Sage Foundation.
21. Strom, Stephanie. 2006. Many Charities Founded after Hurricane Are Faltering. New York Times, March 13.
22. Sutton, J. 2003. A Complex Organizational Adaptation to the World Trade Center Disaster: An Analysis of Faith-Based Organizations. In Beyond September 11th: An Account of Post-Disaster Research, edited by J. L. Monday, 405-28. Boulder: University of Colorado, Institute of Behavioral Science, Natural Hazards Research and Applications Information Center.
23. Townsend, Frances Fragos. 2006. The Federal Response to Hurricane Katrina: Lessons Learned. Washington, DC: Office of the Assistant to the President for Homeland Security and Countcrtcrrorism. www.whitehousc.gov/ reports/katrina-lessons-learned [accessed August 28, 2006].
24. U.S. Department of Homeland Security (DHS), Office of the Inspector General. 2005. A Review of the Top Officials 3 Exercise. Washington, DC: U.S. Government Printing Office. OIG-06-07.
25. U.S. General Accounting Office (GAO). 2002. September 11: More Effective Collaboration Could Enhance Charitable Organizations' Contributiom in Disasters. Washington, DC: U.S. Government Printing Office. GAO-03-259.
26. U.S. House Select Bipartisan Committee to Investigate the Preparation for and Response to Hurricane Katrina. 2006. A Failure of Initiative. Washington, DC: U.S. Government Printing Office. http://katrina.housc.gov/ full_katrina_report.htm [accessed August 28, 2006].
27. Vigoda, Eran. 2002. From Responsiveness to Collaboration: Governance, Citizens, and the Next Generation of Public Administration. Public Administration Review 62(5): 527-40.
28. Waugh, William L., Jr. 1993. Coordination or Control: Organizational Design and the Emergency Management Function. International Journal of Disaster Prevention and Management 2(4): 17-31.
29. _. 1999. The Fiscal Risk of All-Hazards Emergency Management or the Political Hazards in Rational Policy. International Journal of Public Administration 22: 611-36.
30. _. 2002a. Leveraging Networks to Meet National Goals: FEMA and the Safe Construction Networks. Washington, DC: Pricewaterhouse Coopers Foundation for the Business of Government.
31. _. 2002b. Organizational Culture, Communication, and Decision-Making: Making Multi-Organizational, Inter-Sector, and Intergovernmental Operations Work. Paper presented at the National Conference on Catastrophic Care for the Nation, National Disaster Medical System, April 13-17, Atlanta, GA.
32. _. 2003. Terrorism, Homeland Security and the National Emergency Management Network. Public Organization Review 3: 373-85.
33. _. 2004. Building a Seamless Homeland Security: The Cultural Interoperability Problem. Paper presented at the National Conference of the American Society for Public Administration, March 28-30, Portland, OR.
34. _. 2006. The Political Costs of Failure in the Responses to Hurricanes Katrina and Rita. Special issue, Annals of the Academy of Political and Social Science 604: 10-25.
35. Waugh, William L., Jr., and Richard T. Sylves. 2002. Organizing the War on Terrorism. Special issue, Public Administration Review 62: 145-53.
36. Wise, Charles R. 2006. Organizing for Homeland Security after Katrina: Is Adaptive Management What's Missing? Public Administration Review 66(2): 302-18.