Abstract
This study examines the disparity between formal plans and actual networks in practice for emergency services in a local government setting. This study found that the accuracy of participants'collective perception of the network has a strong positive relationship with the centrality of the lead agency within each emergency support function. In addition, the centrality of influence within and collective accuracy about the network may be key indicators for creating network effectiveness. Finally, this study offers a simplified network analysis process to assist policy makers in creating more effective network structures for their emergency management activities.
Published Version
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