Non‐profit response to catastrophic disasters

Abstract

PurposeThis article aims to examine the role of non‐profit organizations in response to catastrophic disasters.Design/methodology/approachThe study uses the context of the September 11, 2001 attacks on the World Trade Center in New York City to study the emergence of public non‐profit networks in response to an actual event. The case study utilizes the data from content analyses from news reports in The New York Times; situation reports from the FEMA; interviews with public and non‐profit managers; and archival documents.FindingsThe findings of the study emphasize the importance of well‐coordinated collaboration between the public and non‐profit sector organizations in effective disaster response operations. This type of networks constitutes a field of substantial interest to democratic societies that are seeking to manage problems of public service delivery with innovative means at reasonable cost.Originality/valueIts theoretical framework draws upon the literature in interorganizational networks and social capital. The research applies this framework to study the relationships that emerged among public and non‐profit organizations following the World Trade Center disaster on September 11, 2001 in New York City.