Skip to main content
SpringerLink
Log in

Organising Across Boundaries: Communication, Coordination and Conflict

  • Chapter
  • First Online:
Securing Mega-Events

Part of the book series: Crime Prevention and Security Management ((CPSM))

Abstract

This chapter analyses the structural and relational properties of the security networks involved in the Brisbane 2014 G20. The first part of the chapter addresses organisational communication and coordination, including the strategies used to communicate across organisational boundaries and various attempts to establish roles and responsibilities among security actors. The second part of the chapter turns attention to other potential causes for conflict arising in the context of organisational relationships, including organisational culture and personal trust, and the mediating properties of formal and informal ties. We conclude by taking stock of the different features and functions of these networks and the actors that comprise them, and the tensions which can arise due to conflicting notions of ‘security’ as well as expectations and norms around processes such as information sharing and decision making.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 109.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 139.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Alvesson, M. (2002). Understanding organizational culture. London: Sage.

    Book  Google Scholar 

  • Alvesson, M., & Sveningsson, S. (2008). Changing organizational culture: Cultural change work in progress. London: Routledge.

    Google Scholar 

  • Bachmann, R., & Zaheer, A. (Eds.). (2006). Handbook of trust research. Cheltenham: Edward Elgar.

    Google Scholar 

  • Boyle, P., & Haggerty, K. (2012). Planning for the worst: Risk, uncertainty and the Olympic Games. The British Journal of Sociology, 63(2), 241–259.

    Article  Google Scholar 

  • Brodeur, J. P., & Dupont, B. (2008). Introductory essay: The role of knowledge and networks in policing. In T. Williamson (Ed.), The handbook of knowledge-based policing: Current conceptions and future directions (pp. 9–33). West Sussex: Wiley.

    Chapter  Google Scholar 

  • Cockcroft, T. (2012). Police culture: Themes and concepts. London: Routledge.

    Book  Google Scholar 

  • Comfort, L. K., & Kapucu, N. (2006). Interorganizational coordination in extreme events: The World Trade Center attacks, September 11, 2001. Natural Hazards, 39(2), 309–327.

    Article  Google Scholar 

  • Dupont, B., Manning, P. K., & Whelan, C. (2017). Introduction for special issues policing across organisational boundaries: Developments in theory and practice. Policing and Society, 27(6), 583–585.

    Article  Google Scholar 

  • Fussey, P. (2015). Command, control and contestation: Negotiating security at the London 2012 Olympics. The Geographic Journal, 181(3), 212–223.

    Article  Google Scholar 

  • Fussey, P., & Coaffee, J. (2012). Balancing local and global security leitmotifs: Counter-terrorism and the spectacle of sporting mega-events. International Review for the Sociology of Sport, 47(3), 268–285.

    Article  Google Scholar 

  • G20 Taskforce. (2015). Australia 2014 G20: G20 taskforce report. Canberra: Department of Prime Minister and Cabinet.

    Google Scholar 

  • Giacomantonio, C. (2014). A typology of police organizational boundaries. Policing and Society, 24(5), 545–565.

    Article  Google Scholar 

  • Giacomantonio, C. (2015). Policing integration: The sociology of police coordination work. London: Palgrave.

    Book  Google Scholar 

  • Kapucu, N. (2006). Interagency communication networks during emergencies: Boundary spanners in multiagency coordination. American Review of Public Administration, 36(2), 207–225.

    Article  Google Scholar 

  • Kapucu, N., Hu, Q., & Khosa, S. (2014). The state of network research in public administration. Administration and Society, 49(8), 1087–1120.

    Article  Google Scholar 

  • Keast, R., Brown, K., & Mandell, M. (2007). Getting the right mix: Unpacking integration meanings and strategies. International Public Management Journal, 10(1), 9–33.

    Article  Google Scholar 

  • Kenis, P., & Provan, K. (2006). The control of public networks. International Public Management Journal, 9(3), 227–247.

    Article  Google Scholar 

  • Klauser, F. (2015). Interacting forms of expertise and authority in mega-event security: The example of the 2010 Vancouver Olympic Games. Geographical Journal, 181(3), 224–234.

    Article  Google Scholar 

  • Kummerow, E., & Kirby, N. (2014). Organisational culture: Concept, context, and measurement. Hackensack, NJ: World Scientific.

    Google Scholar 

  • Loftus, B. (2009). Police culture in a changing world. Oxford: Oxford University Press.

    Book  Google Scholar 

  • Martin, J. (2002). Organizational culture: Mapping the terrain. Thousand Oaks: Sage.

    Book  Google Scholar 

  • Martin, J., Frost, P., & O’Neill, O. (2006). Organizational culture: Beyond struggles for intellectual dominance. In S. Clegg, C. Hardy, T. Lawrence, & W. Nord (Eds.), The SAGE handbook of organization studies (2nd ed., pp. 724–753). London: Sage.

    Google Scholar 

  • McEvily, B., & Zaheer, A. (2006). Does trust still matter? Research on the role of trust in inter-organizational exchange. In R. Bachmann & A. Zaheer (Eds.), Handbook of trust research (pp. 280–302). Cheltenham: Edward Elgar.

    Google Scholar 

  • Molnar, A. (2015). The geo-historical legacies of urban security governance and the Vancouver 2010 Olympics. Geographical Journal, 181(3), 235–241.

    Article  Google Scholar 

  • Nowell, B., & Steelman, T. (2015). Communication under fire: The role of embeddedness in the emergence and efficacy of disaster response communication networks. Journal of Public Administration Research and Theory, 25(3), 929–952.

    Article  Google Scholar 

  • O’Neill, M., Marks, M., & Singh, A. M. (Eds.). (2007). Police occupational culture: New debates and directions. Oxford: Elsevier.

    Google Scholar 

  • Paoline, E. A. (2003). Taking stock: Toward a richer understanding of police culture. Journal of Criminal Justice, 31(3), 199–214.

    Article  Google Scholar 

  • Porter, K., & Powell, W. (2006). Networks and organizations. In S. Clegg, C. Hardy, T. Lawrence, & W. Nord (Eds.), The SAGE handbook of organization studies (2nd ed., pp. 776–799). London: Sage.

    Chapter  Google Scholar 

  • Provan, K., & Kenis, P. (2008). Modes of network governance: Structure, management, and effectiveness. Journal of Public Administration Research and Theory, 18(2), 229–252.

    Article  Google Scholar 

  • Queensland Police Service. (2016). G20–2014 operation southern cross: Post operation report. Brisbane: Queensland Police Service.

    Google Scholar 

  • Reiner, R. (2010). The politics of police (4th ed.). Oxford: Oxford University Press.

    Book  Google Scholar 

  • Roberts, A., & Roberts, J. M., Jr. (2007). The structure of informal communication between police agencies. Policing, 30(1), 93–107.

    Article  Google Scholar 

  • Rousseau, D., Sitkin, S., Burt, R., & Camerer, C. (1998). Not so different after all: A cross-discipline view of trust. Academy of Management Review, 23(3), 393–404.

    Article  Google Scholar 

  • Schein, E. (2010). Organizational culture and leadership (4th ed.). Hoboken: Jossey-Bass.

    Google Scholar 

  • Sheptycki, J. (2004). Organizational pathologies in police intelligence systems. European Journal of Criminology, 1(3), 301–332.

    Article  Google Scholar 

  • Steelman, T., Nowell, B., Bayoumi, D., & McCafrey, S. (2014). Understanding information exchange during disaster response: Methodological insights from infocentric analysis. Administration & Society, 46(6), 707–743.

    Article  Google Scholar 

  • Whelan, C. (2015). Managing dynamic public sector networks: Effectiveness, performance, and a methodological framework in the field of national security. International Public Management Journal, 18(4), 536–567.

    Article  Google Scholar 

  • Whelan, C. (2016a). Informal social networks within and between organisations: On the properties of informal ties and interpersonal trust. Policing: An International Journal of Police Strategies and Management, 39(1), 145–158.

    Article  Google Scholar 

  • Whelan, C. (2016b). Organisational culture and cultural change: A network perspective. Australian and New Zealand Journal of Criminology, 49(4), 583–599.

    Article  Google Scholar 

  • Whelan, C. (2017a). Managing dynamic security networks: Towards the strategic managing of cooperation, coordination and collaboration. Security Journal, 30(1), 310–327.

    Article  Google Scholar 

  • Whelan, C. (2017b). Security networks and occupational culture: Understanding culture within and between organisations. Policing and Society, 17(2), 113–135.

    Article  Google Scholar 

  • Whelan, C., & Dupont, B. (2017). Taking stock of networks across the security field: A review, typology and research agenda. Policing and Society, 27(6), 671–687.

    Article  Google Scholar 

  • Whitford, A., Lee, S.-Y., Yun, T., & Jung, C. (2010). Collaborative behavior and the performance of government agencies. International Public Management Journal, 13(4), 321–349.

    Article  Google Scholar 

  • Willem, A., & Buelens, M. (2007). Knowledge sharing in public sector organizations: The effect of organizational characteristics on interdepartmental knowledge sharing. Journal of Public Administration Research and Theory, 17(4), 581–606.

    Article  Google Scholar 

  • Wood, J. (2004). Cultural change in the governance of security. Policing and Society, 14(1), 31–48.

    Article  Google Scholar 

  • Zaheer, A., McEvily, B., & Perrone, V. (1998). Does trust matter? Exploring the effects of interorganizational and interpersonal trust on performance. Organization Science, 9(2), 141–159.

    Article  Google Scholar 

  • Zedner, L. (2009). Security. London: Routledge.

    Book  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. School of Humanities and Social Sciences, Faculty of Arts and Education, Deakin University, Geelong, Australia

    Chad Whelan

  2. School of Humanities and Social Sciences, Faculty of Arts and Education, Deakin University, Melbourne, Australia

    Adam Molnar

Authors
  1. Chad Whelan
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Adam Molnar
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Chad Whelan .

Copyright information

© 2018 The Author(s)

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Whelan, C., Molnar, A. (2018). Organising Across Boundaries: Communication, Coordination and Conflict. In: Securing Mega-Events. Crime Prevention and Security Management. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-59668-0_4

Download citation

  • DOI: https://doi.org/10.1057/978-1-137-59668-0_4

  • Published:

  • Publisher Name: Palgrave Macmillan, London

  • Print ISBN: 978-1-137-59667-3

  • Online ISBN: 978-1-137-59668-0

  • eBook Packages: Law and CriminologyLaw and Criminology (R0)

Publish with us

Policies and ethics

Search

Navigation