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Catastrophic disasters affect not just the areas/regions and countries where they strike, but also have transboundary effects and repercussions on neighboring countries, which often serve as receiving areas for displaced survivors. South Florida, for example, served as a receiving area for earthquake survivors after the 2010 Haiti earthquake. To understand the transboundary sociolegal impacts on host communities, we draw theoretical insights from research on transboundary crises and interviewed key members of school districts, city and county governments, non-profit organizations, relief task forces, the Haitian-American diaspora, and local government agencies. We also looked at relevant plans/policies modified by governmental and non-governmental institutions in response to the legal issues that arose. The findings highlight the manner in which street-level workers in state and non-state organizations deal with legal complexities and ramifications, along with the role played by the Haitian-American diaspora actors and their networks.
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Strategy Formulation Process and Interorganizational Collaboration
The study examines how two major strategy formulation approaches – rational planning and logical incrementalism – influence the decision of city governments to collaborate with for-profit, non-profit, and other public organizations. Collaboration with governmental and non-governmental actors gives rise to varying levels of risks, and the choice of which type of organization to collaborate with is influenced by how distinct strategy formulation processes can help governments address those risks. Using data from a national survey of cities, we find that the strategy-making process can spur or hinder collaborative undertakings. The results of the regression analysis indicate that rational planning catalyzes cross-sectoral collaboration but is not associated with government-to-government collaboration. Logical incrementalism, in contrast, has a consistently negative relationship with collaboration regardless of sector. The findings indicate that collaboration can be limited by city governments’ capacity to undertake rational planning and their propensity to engage in incrementalist decision-making.
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- Award ID(s):
- 2114770
- PAR ID:
- 10526156
- Publisher / Repository:
- Taylor & Francis
- Date Published:
- Journal Name:
- Public Performance & Management Review
- ISSN:
- 1530-9576
- Page Range / eLocation ID:
- 1 to 35
- Subject(s) / Keyword(s):
- inter-organizational collaboration, rational planning, logical incrementalism
- Format(s):
- Medium: X
- Sponsoring Org:
- National Science Foundation
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- Free Publicly Accessible Full Text
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Accepted Manuscript1.0
- Journal Article:
- https://doi.org/10.1080/15309576.2024.2366238
