TY - JOUR
T1 - Public organization adaptation to extreme events
T2 - Mediating role of risk perception
AU - Zhang, Fengxiu
AU - Welch, Eric
AU - Miao, Qing
N1 - Funding Information:
This research was made possible through generous support by the Federal Transit Administration, US Department of Transportation. We would also like to acknowledge the anonymous reviewers for their helpful comments and suggestions.
Publisher Copyright:
© The Author(s) 2018. Published by Oxford University Press on behalf of the Public Management Research Association.
PY - 2018/6/15
Y1 - 2018/6/15
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.
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U2 - 10.1093/jopart/muy004
DO - 10.1093/jopart/muy004
M3 - Article
AN - SCOPUS:85048552230
SN - 1053-1858
VL - 28
SP - 371
EP - 387
JO - Journal of Public Administration Research and Theory
JF - Journal of Public Administration Research and Theory
IS - 3
ER -