Administrative and policy failures increasingly occur because of the inability of organizations to facilitate collective action in the absence of a central, hierarchical authority. I explore how organizations achieve (or fail to achieve) voluntary, self-organizing collective action that is not a direct result of external control, presenting a polycentric system of governance within a set of public, nonprofit, and for-profit agencies operating in the policy domain of emergency management. Using a complex adaptive systems framework (Axelrod and Cohen 1999), I identify the patterns of variation, interaction, and the choices made among agencies that determine whether organizations work together. I develop a model of an integrated, interdependent system of emergency management facilitated by a knowledge commons, as opposed to the established sequential cycle of disaster response.
The research problem addressed, collective action without hierarchy, is fundamentally an issue of decision making. The ability of decision makers to recognize key situations in their environments and develop strategies for action, i.e. cognition, is critical. Analysis of network data and semi-structured interviews finds that urgent need, proximity, and professional capital, a concept developed in this dissertation, promote and sustain cooperation. I show how these factors increase the capacity of heterogeneous networks to accomplish shared goals.
Even if the conditions of urgent need and proximity are satisfied, situations exist where agencies fail to cooperate. Key standards of professional performanceappearance, levels of staffing, past performance, response time, and the quality of equipmentinfluence the decisions of emergency managers to work together. I present the concept of professional capital to describe how these recognized standards of professional performance demonstrate competence and justify the decisions of managers to interact. Professional capital transcends jurisdictional and disciplinary boundaries, influencing the confidence of decision makers and shaping judgments based on expectations of performance. This concept adds a missing component to social capital theory, which currently focuses on the roles of pre-established trust and norms of reciprocity in promoting collective action.
| Identifer | oai:union.ndltd.org:PITT/oai:PITTETD:etd-05142011-091956 |
| Date | 28 June 2011 |
| Creators | Wukich, R. Clayton |
| Contributors | Robert Skertich, George W. Dougherty, Louise K. Comfort, David Y. Miller |
| Publisher | University of Pittsburgh |
| Source Sets | University of Pittsburgh |
| Language | English |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.library.pitt.edu/ETD/available/etd-05142011-091956/ |
| Rights | unrestricted, I hereby certify that, if appropriate, I have obtained and attached hereto a written permission statement from the owner(s) of each third party copyrighted matter to be included in my thesis, dissertation, or project report, allowing distribution as specified below. I certify that the version I submitted is the same as that approved by my advisory committee. I hereby grant to University of Pittsburgh or its agents the non-exclusive license to archive and make accessible, under the conditions specified below, my thesis, dissertation, or project report in whole or in part in all forms of media, now or hereafter known. I retain all other ownership rights to the copyright of the thesis, dissertation or project report. I also retain the right to use in future works (such as articles or books) all or part of this thesis, dissertation, or project report. |
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