Skip to main content
SpringerLink
Log in

Collaborative Disaster Management: Lessons from Taiwan’s Local Governments

  • Chapter
The Road to Collaborative Governance in China

Part of the book series: Governing China in the 21st Century ((GC21))

Abstract

In recent decades, challenges stemming from both human-made and natural disasters have become increasingly serious with the coming of a risk society. Traditionally, one function of the government, particularly local governments, has been to deal with disaster to secure citizens, making it inevitable for the government to operate based on bureaucratic norms and hierarchical command systems. It is important and critical for governments, facing the new and transformational challenges of disasters, to adopt alternatives to improve their capacity to cope with disasters in the new age.

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 84.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 109.99
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

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  • Abramson, Mark A. and Allen P. Balutis. 2008. “The Challenge of Managing across Boundaries.” The Public Manager 37, No. 1: 52–54.

    Google Scholar 

  • Agranoff, Rober and Michael McGuire. 2001. “Big Questions in Public Network Management Research.” Journal of Public Administration Research and Theory 11, No. 3: 295–326.

    Article  Google Scholar 

  • Ansell, Chris, and Alison Gash. 2008. “Collaborative Governance in Theory and Practice.” Journal of Public Administration Research and Theory 18 (4): 543–571.

    Article  Google Scholar 

  • Bardach, Eugene. 1998. Getting Agencies to Work Together. Washington, DC: Brookings Institute.

    Google Scholar 

  • Bardach, Eugene, and Cara Lesser. 1996. “Accountability in Human Services Collaborative—For What? And to Whom?” Journal of Public Administration Research and Theory 6 (2): 197–224.

    Article  Google Scholar 

  • Bingham, Lisa B. and Rosemary O’Leary, eds. 2008. BigIdeasin Collaborative Public Management. Armonk, NY: M. E. Sharpe.

    Google Scholar 

  • Bryson, John M., Barbara C. Crosby, and M. Middleton Stone. 2006. “The Design and Implementation of Cross-Sector Collaborations: Propositions from the Literature.” Public Administration Review 66: 44–55.

    Article  Google Scholar 

  • Butler, Jr., John K. 1999. “Trust Expectations, Information Sharing, Climate of Trust, and Negotiation Effectiveness and Efficiency.” Group & Organization Management 24 (2): 217–238.

    Article  Google Scholar 

  • Central Emergency Operation Center. 2009. “Typhoon Morakot Response Report No. 74.” Accessed July 10, 2014. http://www.nfa.gov.tw/main /History.aspx?Year=2009.

  • Chen, Hen-Chin. 2008. “The Advantage and Disadvantage of Collaborative Network Governance.” Forum on Training and Development 92: 40–54 (in Chinese).

    Google Scholar 

  • Chen, Dun-Yuan and Shih-Chieh Chang. 2008. “The Paradoxes of Public-Private Partnerships.” Paper presented at the Conference of Public Governance, Graduate Institute of National Policy and Public Affairs, National Chung Hsing University, Taichung (in Chinese).

    Google Scholar 

  • Choi, Sang-Ok. 2008. “Emergency Management: Implications from A Strategic Management Perspective.” Journal of Homeland Security and Emergency Management 5(1): Article 1.

    Article  Google Scholar 

  • Chowdhury, Mahfuzar Rahman. 2011. “Bridging the Public-Private Partnership in Disaster Management in Bangladesh.” In Community Disaster Recovery and Resilience, edited by Miller, DeMond S. and Jason David Rivera, 395–422. New York: CRC Press.

    Google Scholar 

  • Chrislip, David D. and C. E. Larson. 1994. Collaborative Leadership: How Citizens and Civic Leaders Can Make A Difference. San Francisco: Jossey-Bass.

    Google Scholar 

  • Creswell, John W. 2003. Research Design: Qualitative, Quantitative, and Mixed Method Approaches, 2nd ed. Thousand Oaks, CA: Sage.

    Google Scholar 

  • Comfort, Louise K. 2002. “Managing Intergovernmental Responses to Terrorism and Other Extreme Events.” Publius 32 (4): 29–49.

    Article  Google Scholar 

  • Comfort, Louise K., William Waugh L., and Beverly A. Cigler. 2012. “Emergency Management Research and Practice in Public Administration: Emergence, Evolution, Expansion, and Future Directions.” Public Administration Review 72 (4): 539–548.

    Article  Google Scholar 

  • Coston, Jennifer M. 1998. “A Model and Typology of Government–NGO Relationships.” Nonprofit and Voluntary Sector Quarterly September 27 (3): 358–382.

    Article  Google Scholar 

  • Das, T. K. and Bing-Cheng Teng. 1998. “Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances.” Academy of Management Review 23 (3): 491–512.

    Google Scholar 

  • Dawes, Sharon S. 1996. “Interagency Information Sharing: Expected Benefits, Manageable Risks.” Journal of Policy Analysis and Management 15 (3): 377–394.

    Article  Google Scholar 

  • Dixit, Avinash K. and Susan Skeath. 1999. Games of Strategy. New York: W. W. Norton.

    Google Scholar 

  • Emerson, Kirk, Tina Nabatchi, and Stephen Balogh. 2012. “An Integrative Framework for Collaborative Governance.” Journal of Public Administration Research and Theory 22 (1): 1–29.

    Article  Google Scholar 

  • Gazley, Beth. 2008. “Intersectoral Collaboration and the Motivation to Collaborate toward an Integrated Theory.” In Big ideas in Collaborative Public Management, edited by L. Bingham and R. O’Leary, 36–54. Armonk, NY: M. E. Sharpe.

    Google Scholar 

  • Getha-Taylor, Heather. 2007. “Collaborative Governance: Lessons from Katrina.” Public Manager 36 (3): 7.

    Google Scholar 

  • Gidron, Benjamin, Ralph M. Kramer, and Lester M. Salamon. 1992. “Government and the Third Sector in Comparative Perspective: Allies or Adversaries.” In Government and the Third Sector: Emerging Relations in Welfare State, edited by B. Gidron, R. M. Kramer, and L. M. Salamon, 1–30. San Francisco: Jossey-Bass.

    Google Scholar 

  • Huxham, Chris, Siv Vangen, C. Huxham, and Colin Eden. 2000. “The Challenge of Collaborative Governance.” Public Management: An International Journal of Research and Theory 2 (3): 337–358.

    Article  Google Scholar 

  • Kamensky, John M. and Thomas J. Burlin. 2004. “Networks and Partnerships: Collaboration to Achieve Results No One Can Achieve Alone.” In Collaboration: Using Networks and Partnerships, edited by John M. Kamensky and Thomas J. Burlin, 3–20. Oxford, UK: Rowman & Littlefield.

    Google Scholar 

  • Kapucu, Naim and Vener Garayev. 2011. “Collaborative Decision-Making in Emergency and Disaster Management.” International Journal of Public Administration 34 (6): 366–375.

    Article  Google Scholar 

  • Kapucu, Naim, Tolga Arslan, and Fatih Demiroz. 2010. “Collaborative Emergency Management and National Emergency Management Network.” Disaster Prevention and Management 19 (4): 452–468.

    Article  Google Scholar 

  • Kettl, Donald F. 1993. Sharing Power: Public Governance and Private Markets. Washington, DC: The Brookings Institution.

    Google Scholar 

  • Kettl, Donald F. 2006. “Managing Boundaries in American Administration: The Collaboration Imperative.” Public Administration Review 66 (S1): 10–19.

    Article  Google Scholar 

  • Koliba, Christopher J., Russell M. Mills, and Asim Zia. 2011. “Accountability in Governance Networks: An Assessment of Public, Private, and Nonprofit Emergency Management Practices following Hurricane Katrina.” Public Administration Review 71 (2): 210–220.

    Article  Google Scholar 

  • Kooiman, Jan. 1993. “Governance and Governability: Using Complexity, Dynamics, and Diversity.” In Modern Governance: New Government— Society Interactions, edited by Jan Kooiman, 35–48. Newbury Park, CA: Sage.

    Google Scholar 

  • Li, Chang-Yen. 2004. “The Effect and Value of Public-Private Partnership and Contracting Out: A Proceeding Governance Reform Job.” Journal of Public Administration 12: 41–77 (in Chinese).

    Google Scholar 

  • Li, Chang-Yen. 2006. “The Opportunities and Challenges of Europe-America Contracting Out Governance Model: The Opinion of Collaborative Partnership.” Journal of Police Management 1: 53–80 (in Chinese).

    Google Scholar 

  • Li, Chang-Yen. 2008. “Community Safety Network Policy Risk Management and “Safety Governance” Case Study.” Yan Kao Shuang Yue Kan 32 (2): 16–29 (in Chinese).

    Google Scholar 

  • Liu, S-C. 2011. “Dependency and Rivalry: The Relationship between Government and Voluntary Organizations under Social Service Contracting.” Community Development Journal 80: 113–29. (in Chinese).

    Google Scholar 

  • March, James G. and Johan P. Olsen. 1995. Democratic Governance. New York: Free Press.

    Google Scholar 

  • Mashaw, Jerry L. 2006. “Accountability and Institutional Design: Some Thoughts on the Grammar of Governance.” In Public Accountability, Designs, Dilemmas and Experiences, edited by Michael W. Dowdle, 115–156. Cambridge, UK: Cambridge University Press.

    Google Scholar 

  • McEvily, Bill, Vincezo Perrone, and Akbar Zaheer. 2003. “Trust as An Organizing Principle.” Organization Science 14: 91–103.

    Article  Google Scholar 

  • Medury, Uma. 2011. “Building Disaster-Resilient Communities: The Public–Private Partnership Approach.” In Community Disaster Recovery and Resilience, edited by D. S. Miller and J. D. Rivera, 423–445. New York: CRC Press.

    Google Scholar 

  • Najam, Adil. 2000. “The Four C’s of Third Sector–Government Relations: Cooperation, Confrontation, Complementarity, and Co-optation.” Nonprofit Management & Leadership 10 (4): 375–396.

    Article  Google Scholar 

  • Osborne, David and Ted Gaebler. 1992. Reinventing Government: How the Entrepreneurial Spirit Is Transforming the Public Sector. Reading, MA: Wesley.

    Google Scholar 

  • Pardo, Theresa A., J. Ramon Gil-Garcia, and Luis Felipe Luna-Reyes. 2010. “Collaborative Governance and Cross-Boundary Information Sharing: Envisioning a Networked and IT-Enabled Public Administration.” In The Future of Public Administration around the World: The Minnowbrook Perspective, edited by Rosemary O’Leary, David M. Van Slyke, and Soonhee Kim, 1–24. Washington, DC: Georgetown University Press.

    Google Scholar 

  • Peters, B. Guys. 2001. The Future of Governing. Lawrence, KS: University Press of Kansas.

    Google Scholar 

  • Provan, Keith G. and Patrick Kenis. 2008. “Modes of Network Governance: Structure, Management, and Effectiveness.” Journal of Public Administration Research and Theory 18 (2): 229–252.

    Article  Google Scholar 

  • Romzek, Barbara S. and Melvin J. Dubnick. 1987. “Accountability in the Public Sector: Lessons from the Challenger Tragedy.” Public Administration Review 47 (3): 227–238.

    Article  Google Scholar 

  • Rubin, Herbert J. and Irene S. Rubin. 2005. Qualitative Interviewing: The Art of Hearing Data, 2nd ed. Thousand Oaks, CA: Sage.

    Google Scholar 

  • Ruppel, Cynthia P. and Susan J. Harrington. 2000. “The Relationship of Communication, Ethical Work Climate, and Trust to Commitment and Innovation.” Journal of Business Ethics 25 (4): 313–328.

    Article  Google Scholar 

  • Salamon, LesterM. 1999. “Government–Nonprofit Relations in International Perspective.” In Nonprofits and Government: Collaboration and Conflict, edited by E. T. Boris and C. E. Steuerle, 329–367. Washington, DC: Urban Institute Press.

    Google Scholar 

  • Salamon, Lester M. 1987. “Partners in Public Services: The Scope and Theory of Government Nonprofit Relations.” In The Nonprofit Sector: A Research Handbook, edited by W. W. Powell, 99–117. New Haven, CT: Yale University Press.

    Google Scholar 

  • Schneider, Saundra K. 2011. Dealing with Disaster: Public Management in Crisis Situations. New York: M. E. Sharpe.

    Google Scholar 

  • Shafritz, Jay M., E. W. Russell, and Christopher P. Borick. 2007. Introducing Public Administration, 5th ed. New York: Pearson Education.

    Google Scholar 

  • Simo, G. and A. L. Bies. 2007. “The Role of Nonprofits in Disaster Response: An Expanded Model of Cross-Sector Collaboration.” Public Administration Review 67 (1): 125–42.

    Article  Google Scholar 

  • Starling, Grover. 2008. Managing the Public Sector, 8th ed. Boston, MA: Thomson Higher Education.

    Google Scholar 

  • Stivers, Camilla. 2008. Governance in Dark Times: Practical Philosophy for Public Service. Washington, DC: Georgetown University Press.

    Google Scholar 

  • Tang, Ching-ping. 2001. “Disaster, Bureaucracy, and Democracy: Political and Institutional Analysis of Governmental Response to Chi-Chi Earthquake of 1999.” The Chinese Public Administration Review 11 (1): 67–98. (in Chinese)

    Google Scholar 

  • Tseng, Kuan-Chiu. 2011. “Becoming Reluctant Partners? An Institutionalist Explanation on a Futile Case of Public–Private Partnerships (PPPs).” Taiwan Democracy Quarterly 8 (4): 83–133.

    Google Scholar 

  • Tierney, Kathleen. 2012. “Disaster Governance: Social, Political, and Economic Dimensions.” Annual Review of Environment and Resources 37: 341–363.

    Article  Google Scholar 

  • The Earth Institute, Columbia University. 2005. Risk Analysis Reports over Half of World’s Population Exposed to One or More Major Natural Hazards. Accessed July 8, 2014. http://www.earth.columbia.edu/news/2005/story03–29-05.html.

    Google Scholar 

  • Van Oortmerssen, Lise A., Cees M. J. van Woerkum, and Noelle Aarts. 2014. “The Visibility of Trust: Exploring the Connection between Trust and Interaction in a Dutch Collaborative Governance Boardroom.” Public Management Review 16 (5): 666–685.

    Article  Google Scholar 

  • Wang, Guang-Xu. 2012. “A Network Approach for Researching Political Feasibility of Healthcare Reform: The Case of Universal Healthcare System in Taiwan.” Social Science & Medicine 75, No. 12: 2337–2344.

    Article  Google Scholar 

  • Wang, Chun-Yuan and Ming-Feng Kuo. 2014. “Strategic Styles and Organizational Capability in Crisis Response in Local Government.” Administration & Society. DOI: 10.1177/0095399714544940.

    Google Scholar 

  • Waugh, William L. 2011. “Emergency and Crisis Management: Practice, Theory, and Profession.” In The State of Public Administration: Issues, Challenges, and Opportunities, edited by Donald C. Menzel and Harvey L. White, 204–217. Armonk, NY: M. E. Sharpe.

    Google Scholar 

  • Waugh, Jr., William L. and Gregory Streib. 2006. “Collaboration and Leadership for Effective Emergency Management.” Public Administration Review 66: 131–140.

    Article  Google Scholar 

  • Weech-Maldonado, Robert and S. Brody Merrill. 2000. “Building Partnerships with the Community: Lessons from the Camden health improvement learning collaborative.” Journal of Healthcare Management/ American College of Healthcare Executives 45, No. 3: 189–205.

    Google Scholar 

  • Weisbrod, Burton Allen. 1977. The Voluntary Nonprofit Sector: An Economic Analysis. Lexington, MA: D. C. Heath.

    Google Scholar 

  • Weiss, Robert S. 1994. Learning from Strangers: The Art and Method of Qualitative Interview Studies. New York: Free Press.

    Google Scholar 

  • Yang, Tung-Mou. and Terrence A. Maxwell. 2011. “Information-Sharing in Public Organizations: A Literature Review of Interpersonal, Intra-Organizational and Inter-Organizational Success Factors.” Government Information Quarterly 28 (2): 164–175.

    Article  Google Scholar 

  • Yang, Yung-Nien. 2001. “Constructing a Disaster Management System Based on Local Government—Comparing the 921 Earthquake and the Bazhang River.” Police Science Quarterly 32 (3): 245–268.

    Google Scholar 

  • Yang, Yung-Nien. 2009. “Research on Disaster Rescue System: The 88 Flood Case in Taiwan.” Journal of Public Administration 32: 143–169.

    Google Scholar 

  • Yang, Yung-Nien. 2010. “Disaster Rescuing System of Local Government—the 921 Earthquake in Taiwan.” Disasters 34 (1): 112–136.

    Article  Google Scholar 

  • Young, Dennis R. 1999. “Complementary, Supplementary, or Adversarial? A Theoretical and Historical Examination of Nonprofit-Government Relations in the United States.” In Nonprofits & Government: Collaboration and Conflict, edited by E. T. Boris and E. Steuerle, 31–67. Washington, DC: Urban Institute Press.

    Google Scholar 

  • Young, Dennis R. 2000. “Alternative Models of Government-Nonprofit Sector Relations: Theoretical and International Perspectives.” Nonprofit and Voluntary Sector Quarterly 29 (1): 149–172.

    Article  Google Scholar 

Download references

Authors
  1. Ming-feng Kuo
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Chun-yuan Wang
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Yan-yi Chang
    View author publications

    You can also search for this author in PubMed Google Scholar

  4. Tzung-Shiun Li
    View author publications

    You can also search for this author in PubMed Google Scholar

Editor information

Yijia Jing

Copyright information

© 2015 Yijia Jing

About this chapter

Cite this chapter

Kuo, Mf., Wang, Cy., Chang, Yy., Li, TS. (2015). Collaborative Disaster Management: Lessons from Taiwan’s Local Governments. In: Jing, Y. (eds) The Road to Collaborative Governance in China. Governing China in the 21st Century. Palgrave Macmillan, New York. https://doi.org/10.1057/9781137542182_7

Download citation

Publish with us

Policies and ethics

Search

Navigation