The Ecology of Emergency Management Work in the Digital Age

Abstract

Abstract This research uses an abductive research strategy and person–environment (P–E) fit as a frame to understand: (1) how digital technologies have transformed emergency managerial work; and (2) managers’ cognitive, affective, and behavioral responses to these structural and organizational transformations. Interviews of county-level emergency managers in the United States reveal that pervasive computing environments have resulted in intensification of interchanges and new patterns of relationships with public, public officials, and other agencies that have changed the power balance between the public and emergency managers. We uncover points of tension between managers’ personal attributes and their organizational and broader environmental conditions. We articulate two mechanisms, optimization and passive adaptation, by which emergency managers and their immediate and broader socio-cultural and political environments interact to influence psychological and behavioral outcomes. On the one hand, role ambiguity, role conflict, and diminished agency indicate passive adaptation to structural transformation. On the other, predictive uses of technology, novel organizational routines, and new collaborative relationships suggest managers’ efforts at optimization. We develop a social ecological framework for P–E fit that elucidates the contextual factors most relevant to understanding public managerial responses to technological change and links antecedent conditions to the processes and outcomes of P–E incongruence.