Public organization adaptation to extreme events

Mediating role of risk perception

Fengxiu Zhang, Eric Welch, Qing Miao

Research output: Contribution to journalArticle

4 Citations (Scopus)

Abstract

The study responds to the growing call for a more systematic approach to research on organizational responses to extreme events. It develops and tests an integrated framework based on the organizational adaptation and learning theory to shed light on how public organizations manage exposure and vulnerability to extreme events.The analysis uses data from a 2016 national survey of top managers in the largest fixed-route public transit agencies in the United States and from other institutional sources to test hypotheses that link exposure to extreme events, impact, risk perception, and adaptive responses. We apply a structural model to disentangle the direct effect of exposure on adaptation as well as its indirect effects through impact and risk perception. Findings underscore the critical role that organizational risk perception has in converting environmental stimuli to organizational adaptive responses and point to a perception-mediated learning model of adaptation.

Original languageEnglish (US)
Pages (from-to)371-387
Number of pages17
JournalJournal of Public Administration Research and Theory
Volume28
Issue number3
DOIs
StatePublished - Jan 1 2018

Fingerprint

organization
event
learning theory
structural model
stimulus
vulnerability
manager
Risk perception
Extreme events
Public organizations
learning
Learning model
Structural model
Indirect effects
Public transit
Direct effect
Integrated
Vulnerability
Managers
Organizational adaptation

ASJC Scopus subject areas

  • Sociology and Political Science
  • Public Administration
  • Marketing

Cite this

Public organization adaptation to extreme events : Mediating role of risk perception. / Zhang, Fengxiu; Welch, Eric; Miao, Qing.

In: Journal of Public Administration Research and Theory, Vol. 28, No. 3, 01.01.2018, p. 371-387.

Research output: Contribution to journalArticle

@article{acd5ff2ab43442d5bef5f48430e344ee,
title = "Public organization adaptation to extreme events: Mediating role of risk perception",
abstract = "The study responds to the growing call for a more systematic approach to research on organizational responses to extreme events. It develops and tests an integrated framework based on the organizational adaptation and learning theory to shed light on how public organizations manage exposure and vulnerability to extreme events.The analysis uses data from a 2016 national survey of top managers in the largest fixed-route public transit agencies in the United States and from other institutional sources to test hypotheses that link exposure to extreme events, impact, risk perception, and adaptive responses. We apply a structural model to disentangle the direct effect of exposure on adaptation as well as its indirect effects through impact and risk perception. Findings underscore the critical role that organizational risk perception has in converting environmental stimuli to organizational adaptive responses and point to a perception-mediated learning model of adaptation.",
author = "Fengxiu Zhang and Eric Welch and Qing Miao",
year = "2018",
month = "1",
day = "1",
doi = "10.1093/jopart/muy004",
language = "English (US)",
volume = "28",
pages = "371--387",
journal = "Journal of Public Administration Research and Theory",
issn = "1053-1858",
publisher = "Oxford University Press",
number = "3",

}

TY - JOUR

T1 - Public organization adaptation to extreme events

T2 - Mediating role of risk perception

AU - Zhang, Fengxiu

AU - Welch, Eric

AU - Miao, Qing

PY - 2018/1/1

Y1 - 2018/1/1

N2 - The study responds to the growing call for a more systematic approach to research on organizational responses to extreme events. It develops and tests an integrated framework based on the organizational adaptation and learning theory to shed light on how public organizations manage exposure and vulnerability to extreme events.The analysis uses data from a 2016 national survey of top managers in the largest fixed-route public transit agencies in the United States and from other institutional sources to test hypotheses that link exposure to extreme events, impact, risk perception, and adaptive responses. We apply a structural model to disentangle the direct effect of exposure on adaptation as well as its indirect effects through impact and risk perception. Findings underscore the critical role that organizational risk perception has in converting environmental stimuli to organizational adaptive responses and point to a perception-mediated learning model of adaptation.

AB - The study responds to the growing call for a more systematic approach to research on organizational responses to extreme events. It develops and tests an integrated framework based on the organizational adaptation and learning theory to shed light on how public organizations manage exposure and vulnerability to extreme events.The analysis uses data from a 2016 national survey of top managers in the largest fixed-route public transit agencies in the United States and from other institutional sources to test hypotheses that link exposure to extreme events, impact, risk perception, and adaptive responses. We apply a structural model to disentangle the direct effect of exposure on adaptation as well as its indirect effects through impact and risk perception. Findings underscore the critical role that organizational risk perception has in converting environmental stimuli to organizational adaptive responses and point to a perception-mediated learning model of adaptation.

UR - http://www.scopus.com/inward/record.url?scp=85048552230&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=85048552230&partnerID=8YFLogxK

U2 - 10.1093/jopart/muy004

DO - 10.1093/jopart/muy004

M3 - Article

VL - 28

SP - 371

EP - 387

JO - Journal of Public Administration Research and Theory

JF - Journal of Public Administration Research and Theory

SN - 1053-1858

IS - 3

ER -