Éditeurs invités
- Paresh Wankhade, Edge Hill University Business School
- Giles McClelland, Edge Hill University Business School
Synthèse
This special issue examines how public organizations are shifting from traditional emergency response approaches toward more inclusive and resilient governance frameworks. It addresses the complex challenges posed by modern disasters, pandemics, and crises that require coordination across professional and organizational boundaries, while emphasizing the importance of trust, legitimacy, learning, and community engagement.
The issue seeks contributions that bridge disaster management, emergency services, and public administration scholarship, with particular interest in governance capacity, collaborative networks, and the role of individual job crafting in workforce resilience. It also recognizes that crisis experiences are shaped by social inequalities, identity relations, and uneven distributions of power and resources.
Submissions may be research articles, new development pieces, or debate articles that explore topics including multi-level coordination, leadership, organizational learning, digital transformation in emergency management, and the contributions of communities and civil society to building resilience.
Thèmes proposés
- How are emergency services adapting to more complex, frequent and interconnected crises?
- What forms of governance capacity are needed to manage compound and cascading risks?
- How do public organizations co-ordinate across organizational, sectoral and jurisdictional boundaries during disasters?
- What are the strengths and limitations of command-and-control, networked and collaborative models of emergency management?
- How do emergency services balance centralized command with local discretion, improvisation and community knowledge?
- How do frontline responders reshape tasks, relationships and meanings during disaster preparedness, response and recovery?
- What forms of job crafting support workforce resilience, engagement, wellbeing and service continuity?
- What role do leaders and managers play in influencing the job crafting behaviours of teams and individuals?
- How do public organizations maintain trust, legitimacy and accountability during and after crises?
- What role do identities such as women and gender-diverse actors play in community resilience, mutual aid and local crisis leadership?
- How do inequalities shape exposure to disaster risk, access to emergency services and recovery outcomes?
- What role do communities, civil society organizations, volunteers and private actors play in building resilience?
- How do governments and emergency services learn or fail to learn from inquiries, reviews and past disasters?
- How are digital technologies, data analytics, AI, early warning systems and crisis communication platforms transforming emergency management?