Implementation through collaborative crisis management and contingency planning
The case of dam failure in Sweden
Bibliographic Data
| ID | 12598015 |
|---|---|
| Authors | Erik Persson (0000-0002-3175-1320, Karlstad University), Mikael Granberg (0000-0002-5356-4112, Karlstad University, corresponding author) |
| Year | 2020 |
| Volume | 24 |
| Issue | 10 |
| Pages | 1335-1348 |
| Publication date | 2020-12-26 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Risk Research (JOURNAL) |
| Journal identifiers | ISSN: 1366-9877 • E-ISSN: 1466-4461 |
| Publisher | Routledge (PUBLISHER • GB) |
| DOI | 10.1080/13669877.2020.1863845 |
| OpenAlex | W3117808822 |
| Language | EN |
| Citations received | 5 |
| References cited | 37 |
This article builds on the field of collaborative crisis management, a mix of collaborative public management (CPM) and crisis management (CM). A field that often focuses on large-scale threats, sometimes labelled societal challenges, whose impacts are broad and cross-cutting and impacts many actors in society and drives demand for collaboration. In this study, we are interested in events that have broad and disastrous impacts on society, high degrees of uncertainty and potentially cascading effects and we study this through an in-depth case study of collaborative crisis management tasked with contingency planning for dam failure risk in a large river basin in central Sweden. We find that there was a lack in reach of the collaboration potentially limiting capacity and capacity building in ways that can limit preparedness and increase vulnerability in a crisis situation. We also found that contingency planning was treated as a demarcated project with a beginning and an end and not entirely as a continuous process. Both these observations go against the basic principles of contingency planning. Hence, there is a need to acknowledge and abridge varying levels of organisational capacity and build/maintain awareness within and between the organisations and actors involved. This study shows that the practice of cross-sector collaboration and contingency planning is both complex and complicated. The article has the potential to aid policy-makers in the field to pinpoint central aspects of cross-sector collaboration and contingency planning that needs to be addressed in order to mitigate limits to preparedness and increased vulnerability in a crisis situation. A deeper knowledge on these challenges and problems can also support progress towards the UN Sustainable Development Goal 9 (especially in relation to the aspect of building resilient infrastructure) through its empirical focus on infrastructure failure in terms of dam failure
Business · Civil defense · Computer security · Contingency · Contingency plan · Contingency theory · Crisis management · Economics · Emergency management · Environmental planning · Environmental resource management · Geography · Knowledge management · Limiting · Management · Order (exchange · Political science · Preparedness · Public relations · Risk management · Vulnerability (computing · Computer Science · Disaster Management and Resilience · Engineering · Flood Risk Assessment and Management · Infrastructure Resilience and Vulnerability Analysis
Uncertainty analysis of dam-break flood risk consequences under the influence of non-structural measures
State, institutional and organizational capacities in disaster risk management
Project schedule contingency planning
Expanding the political market framework to explain executive decision‐making during the Covid ‐19 crisis
Emergency management through enduring collaborative networks
Planning Theory
Transboundary risk governance
Transitions to Sustainable Development
Global Risk Governance
Case Study Research
Critical infrastructure, panarchies and the vulnerability paths of cascading disasters
Qualitative research
Transboundary Risk Governance
The Social Amplification of Risk
Managing Transboundary Crises
Mission Impossible? Planning and Preparing for Crisis1
Doing qualitative research
Preparing for Critical Infrastructure Breakdowns
Managing Crises Collaboratively
Flood warning in a Swedish local risk management context
Making sense of sustainability transitions locally
Contingency planning for crisis management
Infrastructure Interdependency and the Creation of a Normal Disaster
The social impacts of dams
Designing and Implementing Cross‐Sector Collaborations
The Role of Nonprofits in Disaster Response
The Design and Implementation of Cross‐Sector Collaborations
The Limitations of Public Management Networks
Foresight tackling societal challenges
Internationalizing the political economy of hydroelectricity
| Citations per year | 1.67 |
|---|---|
| Citation span | 2023 - 2025 (3) |
| Highly cited | No |