Organizing for Homeland Security after Katrina: Is Adaptive Management What’s Missing?

2006/05/01 by Charles R. Wise · 5 citations
Social Sciences · Engineering · #Disaster Management and Resilience #Military and Defense Studies #Infrastructure Resilience and Vulnerability Analysis

paper · doi:10.1111/j.1540-6210.2006.00587.x

Abstract

This article analyzes performance and organizational issues revealed by the governmental response to Hurricane Katrina. It reviews and analyzes the organizational changes made in the federal government to address homeland security and presents several proposals for reorganization suggested by policy makers in the aftermath of Katrina. A management approach rooted in adaptive management is presented for use in the ongoing process of organizing for homeland security.

Cited by

• The Effect of Problem Severity, Managerial and Organizational Capacity, and Agency Structure on Intergovernmental Collaboration: Evidence from Local Emergency Management
• Reaching for the Philosopher’s Stone: Contingent Coordination and the Military’s Response to Hurricane Katrina
• Examining Intergovernmental and Interorganizational Response to Catastrophic Disasters
• Local Governments in Multilevel Systems
• Value co‐destruction in complex public service networks: Exploring the dynamics of value creation and destruction

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• Reaching for the Philosopher’s Stone: Contingent Coordination and the Military’s Response to Hurricane Katrina
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