Collaboration risk, vulnerability, and resource sharing in disaster management networks

Abstract Local governments have the authority to implement emergency management and are the primary responders in emergencies. They are strategically positioned to lead the charge in disaster response. Similar to other wicked problems, disasters require comprehensive and complicated responses. Local emergency management networks facilitate the exchange of information and resources between local entities and their collaborating partners. Successful collaboration across local governments is imperative in unexpected and urgent incidents. This paper applies the institutional collective action (ICA) framework to investigate the effects of relational risk and vulnerability on the formation of networks. The relational risk perceived by each collaborative organisation and the vulnerability of the community are crucial factors in the establishment and maintenance of collaborative networks. In addition, the need for resource exchange also affects the formation of networks. Logistic regression estimates the effect of collaboration risk and vulnerability on network formation using data from the 2015 Seoul EM survey. The findings confirm that the perceived collaboration risk negatively influences the establishment of collaborative ties in networks, while the perceived vulnerability level positively affects the arrangement of collaborative networks. In addition, the respondent's need for resource exchange increases when building networks. These results imply that relieving the relational risk levels is important for facilitating inter‐organisational collaboration. Furthermore, the actors’ assessments of the vulnerability of the community influence their willingness to join networks to relieve external uncertainty and susceptibility. Lastly, organisations’ give‐and‐take relationships on information sharing and physical resource transmission have the potential to stimulate the establishment of collaborative networks. Points for practitioners Sustainable interconnectedness among functionally and horizontally fragmented organisations is crucial for dealing with disasters efficiently, but it does not come solely from emergency management planning itself. Understanding the risk mechanism embedded in an interdependent relationship should increase the potential benefits of a successful response. The degree of vulnerability in a community affects the level of risk perception when collaborating with other organisations. Beyond the internal capacity or assessment of their organisation, how they view their community in general influences their decision‐making differently when it comes to forging inter‐relational collaboration. Resource sharing in a timely manner is crucial during disasters. Each organisation has different negotiating powers and needs to consider building interdependent relationships.