The structure of effective governance of disaster response networks: Insights from the field

There is significant debate about the appropriate governance structure in a disaster response. Complex disasters exhibit both networked and hierarchical characteristics. One challenge in the field of disaster management is how to structure a response that reconciles the need for centralized coordination among varied responders while retaining flexibility to mutually adjust operations to quickly changing conditions. A key question with both practical and theoretical relevance is, “are there patterns of relationships that are more robust, efficient and effective?” Missing from the current literature is empirical evidence and theory building concerning what actual network structures and characteristics might be associated with effective incident response to complex disasters. In this article, we collected network cognition data from 25 elite, Type 1 Incident Commanders to construct an ideal-type theoretical social network of an effective incident response network. We then analyzed this model to identify a set of propositions concerning the network structure and governance of effective incident response relative to four key network capabilities: (a) rapid adaptation in response to changing conditions, (b) management of distributed information, (c) bilateral coordination, and (d) emergent collective action. Our data suggest that the structure is neither highly integrated nor rigidly centralized. Rather, it is best characterized as a moderate core–periphery structure. Greater theoretical clarity concerning the capabilities associated with this structure is critical for advancing both research and practice in network governance of complex disasters.