The Multiplexity of Collaborative Networks in Post-Disaster Recovery: Testing Intra-Sector and Cross-Sector Network Contexts

• Author: Huan-Sheng Lin,Chu-Chien Hsieh,Don-Yun Chen
• DOI: http://doi.org/10.1177/00953997221147240
• Published date: 01 March 2023
• Date: 01 March 2023
• Subject Matter: Articles

https://doi.org/10.1177/00953997221147240

Administration & Society

2023, Vol. 55(3) 485 –514

© The Author(s) 2023

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DOI: 10.1177/00953997221147240

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Article

The Multiplexity of

Collaborative Networks

in Post-Disaster

Recovery: Testing Intra-

Sector and Cross-Sector

Network Contexts

Huan-Sheng Lin1, Chu-Chien Hsieh2,

and Don-Yun Chen3

Abstract

While disaster management provides an ideal testbed for interorganizational

collaborative networks that pursue disaster assistance goals, limited

research examines how multiplexity in multidimensional networks

hinders disaster recovery efforts. This study examines the collaborative

networks formed by intra-sector and cross-sector relationships among

governments and NGOs in the context of post-disaster recovery,

using a nationwide survey in Taiwan. The findings suggest that more

heterogeneous contexts and more diversified network members would

increase the complexity of network in it, and thus affecting network

effectiveness of disaster management. Furthermore, NGO actors have

faced the dilemma of building mutual ties through interorganizational and

homogeneous collaboration.

1Florida State University, Tallahassee, FL, USA

2National Taichung University of Education, Taichung City, Taiwan (R.O.C.)

3National Chengchi University, Taipei City, Taiwan (R.O.C.)

Corresponding Author:

Chu-Chien Hsieh, Department of Regional and Social Development, National Taichung

University of Education, No. 140, Minsheng Rd., West Dist., Taichung City 40306, Taiwan

(R.O.C.). Email: chsieh@mail.ntcu.edu.tw

1147240AAS0010.1177/00953997221147240Administration & SocietyLin et al.

research-article2022

486 Administration & Society 55(3)

Keywords

collaborative networks, disaster management, intra-sector and cross-sector

relationships, post-disaster recovery

Introduction

Governance in collaboration with nonprofit organizations has received

worldwide enthusiasm from governments in need of resources, capacities,

and legitimacy in responding to increasingly complex public and social issues

(Donahue & Zeckhauser, 2011). Such collaborative forms may be achieved

through partnerships, coalitions, and alliances between nonprofit, private,

and public sector organizations, with varying degrees of formality (Simo &

Bies, 2007). The willingness and capacities of both governments and non-

profits to engage with each other are restricted by multiple factors, including

problems of control and coordination, communication, and complex individ-

ual and leadership behaviors. As a mode of collective action for achieving

public purposes, collaborative formal and informal networks are believed to

have a positive impact on the effectiveness of disaster management among

public, nonprofit, and private organizations in situations of disaster prepared-

ness, response, and recovery.

Pipa (2006) found that in the immediate aftermath of many natural disas-

ters, nonprofit agencies and religious congregations filled large gaps and

played a crucial role in collaborating and ensuring the safety and well-being

of victims, even in the face of limited centralized support and established

networks. However, prior work has also demonstrated there are many

restraints on these collaborations, including the lack of structural and resource

motivations for nonprofit collaboration (Guo & Acar, 2005), the nonprofits’

institutional environment (Galaskiewicz, 1985), and the nonprofits’ limita-

tions in resources, accountability, and coordination (Gajewski et al., 2011).

Here we address a central theme: Assessing the effectiveness of organiza-

tional networks in post-disaster recovery requires rethinking the relationship

among different actors. Previous research has suggested that post-disaster

recovery can benefit from research on collaboration in other areas (Kapucu,

2014). McGuire et al. (2010) add to this point by extending disaster public

services to joint planning across sectors. They argue that the field of disaster

public services can learn lessons about the potential benefits of joint planning

across sectors, stronger training for emergency managers, and more attention

to the development of collaborative relationships across sectors and levels of

government. Van der Wal (2020) makes a similar point in examining the criti-

cal role of public managers during a crisis, particularly because of their

responsibilities for managing hybrid coordination, multiple stakeholders,