Table of Contents Table of Contents
Previous Page  51 / 200 Next Page
Show Menu
Previous Page 51 / 200 Next Page
Page Background

Exploring the dynamics


problematic for local governments when using NIMS for


Based on the interviews, maintaining positive informal and

formal relationships with all current and potential partners is a

good way to generate positive interactive experiences and

encourage collaboration. It is believed that collaboration can be

jeopardized, or become difficult to develop, if the relationship

becomes disharmonious. Local emergency managers also agree

that hazard recognition and disaster severity encourage local

governments and communities to pay more attention and invest

their resources in EM. Once a large scale disaster happens and

cannot be handled locally, the local government will seek

outside support and resources through vertical and horizontal

collaborations to deal with the disaster.

Although rationales behind each type of collaboration may

vary, both county and city EM managers recognize the

importance and necessity of vertical and horizontal

collaborations and view collaboration as a critical part of their

job. They view themselves like a conductor in a symphony who

does not actually play any instrument but is responsible to

ensure that the team members to play a beautiful melody.

Collaboration is identified as the foundation of EM.

Table 3 summarizes and compares the above interview

findings with the proposed framework. The framework

provides a preliminarily and theoretical perspective for

exploring the dynamics of local EM collaboration. However,

the rationales and activities among these three types of

collaborations in local EM are diverse. Therefore, each driver

provides a different explanation of the interview findings.

X. Conclusion

Collaboration has become one of the most important

research topics in EM and general public management studies.