Peak performance: collaborative crisis management before and during international summits

Abstract

This comparative case study probes into conditions for collaborative governance in the security organisation of international summits. The security of summits can be seen as a latent crisis, for which collaboration amongst a variety of stakeholders is necessary. Managing collaboration in preparation for latent crises is the focus of this paper. The case studies (the Nuclear Security Summit in The Hague in 2014 and the G20 in Toronto in 2010) reveal the importance of: inclusion of a diversity of relevant actors; symmetry of power and resources among actors; the outreach and legitimisation by network leaders; positive steps to repair antagonism between network partners and opposition against the summit; and the commitment of stakeholders to make the collaboration work. These findings highlight the importance of collaborative crisis management in preparing for and managing high profile security events.