Exploring the relationship between shared identity and interoperability: a mixed methods analysis of discussion-based multi-agency emergency response exercises

References

• Abdeen, F.N., et al., 2021. Challenges in multi-agency collaboration in disaster management: a Sri Lankan perspective. International journal of disaster risk reduction, 62, 102399. doi:10.1016/j.ijdrr.2021.102399.
   Web of Science ®Google Scholar
• Alison, L., et al., 2013. Immersive simulated learning environments for researching critical incidents. Journal of cognitive engineering and decision making, 7 (3), 255–272. doi:10.1177/1555343412468113.
   Google Scholar
• Alison, L., et al., 2015. Decision inertia: deciding between least worst outcomes in emergency responses to disasters. Journal of occupational and organizational psychology, 88 (2), 295–321. doi:10.1111/joop.12108.
   Web of Science ®Google Scholar
• Arnaouti, M.K.C., et al., 2022. Medical disaster response: a critical analysis of the 2010 Haiti earthquake. Frontiers in public health, 10, 1–34. doi:10.3389/fpubh.2022.995595.
   Web of Science ®Google Scholar
• Bell, S. T., et al., 2018. An approach for conducting actionable research with extreme teams. Journal of Management, 42 (5), 1–26. doi:10.1177/0149206316653805.
   Google Scholar
• Bharosa, N., Lee, J., and Janssen, M., 2010. Challenges and obstacles in sharing and coordinating information during multi-agency disaster response: propositions from field exercises. Information systems frontiers, 12 (1), 49–65. doi:10.1007/s10796-009-9174-z.
   Web of Science ®Google Scholar
• Borell, J. and Eriksson, K., 2013. Learning effectiveness of discussion-based crisis management exercises. International journal of disaster risk reduction, 5, 28–37. doi:10.1016/j.ijdrr.2013.05.001.
   Web of Science ®Google Scholar
• Boulton, L. and Cole, J., 2016. Adaptive flexibility: examining the role of expertise in the decision making of authorized firearms officers during armed confrontation. Journal of cognitive engineering and decision making, 10 (3), 291–308. doi:10.1177/1555343416646684.
   Web of Science ®Google Scholar
• Braun, V. and Clarke, V., 2006. Using thematic analysis in psychology. Qualitative research in psychology, 3 (2), 77–101. doi:10.1191/1478088706qp063oa.
   Google Scholar
• Brown, O., Power, N., and Conchie, S.M., 2020. Immersive simulations with extreme teams. Organizational psychology review, 10 (3-4), 115–135. doi:10.1177/2041386620926037.
   Web of Science ®Google Scholar
• Brown, O., Power, N., and Conchie, S.M., 2021. Communication and coordination across event phases: a multi-team system emergency response. Journal of occupational and organizational psychology, 94 (3), 591–615. doi:10.1111/joop.12349.
   Web of Science ®Google Scholar
• Cattermole-Terzic, V. and Horberry, T., 2020. Improving traffic incident management using team cognitive work analysis. Journal of cognitive engineering and decision making, 14 (2), 152–173. doi:10.1177/1555343419882595.
   Web of Science ®Google Scholar
• Comfort, L.K. and Haase, T.W., 2006. Communication, coherence, and collective action. Public works management & policy, 10 (4), 328–343. doi:10.1177/1087724X06289052.
   Google Scholar
• Connaughton, S., Shuffler, M., and Goodwin, G.F., 2011. Leading distributed teams: the communicative constitution of leadership. Military psychology, 23 (5), 502–527. doi:10.1080/08995605.2011.600147.
   Web of Science ®Google Scholar
• Crawford, A., et al., 2005. Plural. Bristol: Policy Press.
   Google Scholar
• Crawford, A. and L’Hoiry, X., 2017. Boundary crossing: networked policing and emergent ‘communities of practice’ in safeguarding children. Policing and society, 27 (6), 636–654. doi:10.1080/10439463.2017.1341508.
   Web of Science ®Google Scholar
• Cuijpers, M., Uitdewilligen, S., and Guenter, H., 2016. Effects of dual identification and interteam conflict on multiteam system performance. Journal of occupational and organizational psychology, 89 (1), 141–171. doi:10.1111/joop.12113.
   Web of Science ®Google Scholar
• Davidson, L., et al., 2022. Advancing a social identity perspective on interoperability in the emergency services: evidence from the pandemic multi-agency response teams during the UK COVID-19 response. International journal of disaster risk reduction, 77, 103101. doi:10.1016/j.ijdrr.2022.103101.
   PubMed Web of Science ®Google Scholar
• Davidson, L., et al., 2023. A social identity perspective on interoperability in the emergency services: emergency responders’ experiences of multiagency working during the COVID-19 response in the UK. Journal of contingencies and crisis management, 31 (3), 353–371. doi:10.1111/1468-5973.12443.
   Web of Science ®Google Scholar
• Drury, J. and Reicher, S., 2020. Crowds and collective behaviour. Version 1. University of Sussex. Available from: https://hdl.handle.net/10779/uos.23478062.v1.
   Google Scholar
• Eide, W.A., et al., 2014. Key challenges in multi-agency collaboration during large-scale emergency management. Proceedings on the workshop on ambient intelligence for crisis management. SINTEF ICT. Available from: https://ceur-ws.org/Vol-953/paper5.pdf.
   Google Scholar
• Ellemers, N, 2003. Identity, Culture, and Change in Organizations: A Social Identity Analysis and Three Illustrative Cases. In: S. A. Haslam, et al., ed. Social Identity at Work: Developing Theory for Organizational Practice. Philadelphia: Psychology Press, 191–203.
   Google Scholar
• Faul, F., et al., 2007. G*Power 3: a flexible statistical power analysis program for the social, behavioral, and biomedical sciences. Behavior research methods, 39 (2), 175–191. doi:10.3758/BF03193146.
   PubMed Web of Science ®Google Scholar
• Giner-Sorolla, R., et al., 2022. Power to detect what? Considerations for planning and evaluating sample size. PsyArXiv. doi:10.31234/osf.io/rv3kw.
   Google Scholar
• Hallett, J., 2011. Coroner’s inquests into the London bombings of 7 July 2005. Available from: https://www.jesip.org.uk/wp-content/uploads/2022/03/Coroners-Inquest-in-to-London-Bombings.pdf.
   Google Scholar
• Haslam, S. A, 2004. Psychology in Organizations: The Social Identity Approach. London: Sage.
   Google Scholar
• Haslam, S.A., et al., 2022. Social identity makes group-based social connection possible: implications for loneliness and mental health. Current opinion in psychology, 43, 161–165. doi:10.1016/j.copsyc.2021.07.013.
   PubMed Web of Science ®Google Scholar
• Haslam, S.A., Jetten, J., and Waghorn, C., 2009. Social identification, stress and citizenship in teams: a five-phase longitudinal study. Stress and health, 25 (1), 21–30. doi:10.1002/smi.1221.
   Web of Science ®Google Scholar
• Haslam, S.A., Reicher, S.D., and Levine, M., 2012. When other people are heaven, when other people are hell: how social identity determines the nature and impact of social support. In: J. Jetten, C. Haslam, and S.A. Haslam, eds. The social cure: identity, health and well-being. London: Psychology Press, 157–174.
   Google Scholar
• JESIP, 2013. Joint doctrine: the interoperability framework. 1st ed. Available from: https://www.ukfrs.com/sites/default/files/2017-09/JESIP%20Joint%20Doctrine%20-%20The%20Interoperability%20Framework.pdf.
   Google Scholar
• JESIP, 2021. Joint doctrine: the interoperability framework. 3rd ed. Available from: https://www.jesip.org.uk/downloads/joint-doctrine-guide/.
   Google Scholar
• JESIP Assurance Programme, 2017. Report on findings. Available from: https://www.jesip.org.uk/wp-content/uploads/2022/03/JESIP_Assurance_Programme_Report.pdf.
   Google Scholar
• Kean, T.H. and Hamilton, L.H. 2004. The 9/11 commission report. Available from: https://govinfo.library.unt.edu/911/report/911Report.pdf.
   Google Scholar
• Lakoma, K., 2023. A comparative study of governance changes on the perceptions of accountability in fire and rescue services in England. Public administration, 102 (1), 3–20. doi:10.1111/padm.12923.
   Web of Science ®Google Scholar
• Leach, C.W., et al., 2008. Group-level self-definition and self-investment: a hierarchical (multicomponent) model of in-group identification. Journal of personality and social psychology, 95 (1), 144–165. doi:10.1037/0022-3514.95.1.144.
   PubMed Web of Science ®Google Scholar
• Luciano, M.M., DeChurch, L.A., and Mathieu, J.E., 2018. Multiteam systems: a structural framework and meso-theory of system functioning. Journal of management, 44 (3), 1065–1096. doi:10.1177/0149206315601184.
   Web of Science ®Google Scholar
• Marks, M.A., Mathieu, J.E., and Zaccaro, S.J., 2001. A temporally based framework and taxonomy of team processes. The academy of management review, 26 (3), 356–376. doi:10.2307/259182.
   Web of Science ®Google Scholar
• Mathieu, J.E., Marks, M.A., and Zaccaro, S.J., 2001. Multiteam systems. In: N. Anderson, et al., eds. Handbook of industrial, work and organizational psychology. London: Sage, 289–313.
   Google Scholar
• Mell, J.N., et al., 2020. Identity asymmetries: an experimental investigation of social identity and information exchange in multiteam systems. Academy of management journal, 63 (5), 1561–1590. doi:10.5465/amj.2018.0325.
   Web of Science ®Google Scholar
• Millward, L.J. and Haslam, S.A., 2013. Who are we made to think we are? Contextual variation in organizational, workgroup and career foci of identification. Journal of occupational and organizational psychology, 86 (1), 50–66. doi:10.1111/j.2044-8325.2012.02065.x.
   Web of Science ®Google Scholar
• Neville, F.G., et al., 2022. Shared social identity transforms social relations in imaginary crowds. Group processes & intergroup relations, 25 (1), 158–173. doi:10.1177/1368430220936759.
   Web of Science ®Google Scholar
• Neville, F. and Reicher, S., 2011. The experience of collective participation: shared identity, relatedness and emotionality. Contemporary social science, 6 (3), 377–396. doi:10.1080/21582041.2012.627277.
   Google Scholar
• Nøkleberg, M., 2020. The public-private divide revisited: questioning the middle ground of hybridity in policing. Policing and society, 30 (6), 601–617. doi:10.1080/10439463.2019.1576673.
   Web of Science ®Google Scholar
• Patrick, J., 2011. Haiti earthquake response: emerging evaluation lessons. Available from: https://www.oecd.org/dac/evaluation/48432995.pdf.
   Google Scholar
• Pollock, K., 2013. Review of persistent lessons identified relating to interoperability from emergencies and major incidents since 1986. Available from: https://regulation.org.uk/library/2013-Pollock_Review.pdf.
   Google Scholar
• Pollock, K., 2021. “Lessons will be learned” A euphemism for failure? Available from: https://www.researchgate.net/publication/348235663_Lessons_Will_Be_Learned_A_euphemism_for_failure.
   Google Scholar
• Pope, C., Ziebland, S., and Mays, N., 2000. Qualitative research in health care: analysing qualitative data. British medical journal, 320, 114–116. doi:10.1136/bmj.320.7227.114.
   PubMed Web of Science ®Google Scholar
• Power, N., et al., 2024. The psychology of interoperability: a systematic review of joint working between the UK emergency services. Journal of occupational and organizational psychology, 97 (1), 233–252. doi:10.1111/joop.12469.
   Web of Science ®Google Scholar
• Power, N. and Alison, L., 2017. Offence or defence? Approach and avoid goals in the multi-agency emergency response to a simulated terrorism attack. Journal of occupational and organizational psychology, 90 (1), 51–76. doi:10.1111/joop.12159.
   Web of Science ®Google Scholar
• Reicher, S., Spears, R., and Haslam, S.A., 2010. The social identity approach in social psychology. In: M.S. Wetherell and C.T. Mohanty, eds. Social identities handbook. London: Sage, 45–62.
   Google Scholar
• Saunders, J., 2022a. Manchester Arena inquiry volume 2: emergency response. Volume 2-I. Report of the public inquiry into the attack on Manchester Arena on 22nd May 2017. Available from: https://files.manchesterarenainquiry.org.uk/live/uploads/2022/11/03141804/MAI-Volume-2-Part-i.pdf.
   Google Scholar
• Saunders, J., 2022b. Manchester Arena inquiry volume 2: emergency response. Volume 2-II. Report of the public inquiry into the attack on Manchester Arena on 22nd May 2017. Available from: https://files.manchesterarenainquiry.org.uk/live/uploads/2022/11/03141957/MAI-Volume-2-Part-ii.pdf.
   Google Scholar
• Skryabina, E., et al., 2017. What is the value of health emergency preparedness exercises? A scoping review study. International journal of disaster risk reduction, 21, 274–283. doi:10.1016/j.ijdrr.2016.12.010.
   Web of Science ®Google Scholar
• Tajfel, H. and Turner, J., 1979. An integrative theory of intergroup conflict. In: W.G. Austin and S. Worchel, eds. The social psychology of intergroup relations. Monterey, CA: Wadsworth, 56–65.
   Google Scholar
• Taylor, J., 1990. The Hillsborough stadium disaster. Final report. Available from: https://www.jesip.org.uk/wp-content/uploads/2022/03/Hillsborough-Stadium-Disaster-final-report.pdf.
   Google Scholar
• Turner, J.C., et al., 1987. Rediscovering the social group: a self-categorization theory. Oxford: Blackwell.
   Google Scholar
• Waring, S., Moran, J., and Page, R., 2020. Decision-making in multiagency multiteam systems operating in extreme environments. Journal of occupational and organizational psychology, 93 (3), 629–653. doi:10.1111/joop.12309.
   Web of Science ®Google Scholar
• Whelan, C., 2017. Security networks and occupational culture: understanding culture within and between organisations. Policing and society, 27 (2), 113–135. doi:10.1080/10439463.2015.1020804.
   Web of Science ®Google Scholar
• Wijnmaalen, J., et al., 2019. Intergroup behavior in military multiteam systems. Human relations, 72 (6), 1081–1104. doi:10.1177/0018726718783828.
   Web of Science ®Google Scholar
• Wilkinson, B., Cohen-Hatton, S.R., and Honey, R.C., 2019. Decision-making in multi-agency groups at simulated major incident emergencies: In situ analysis of adherence to UK doctrine. Journal of contingencies and crisis management, 27 (4), 306–316. Portico. doi:10.1111/1468-5973.12260.
   Web of Science ®Google Scholar
• Wilkinson, B., Cohen-Hatton, S.R., and Honey, R.C., 2022. Variation in exploration and exploitation in group decision-making: evidence from immersive simulations of major incident emergencies. Journal of contingencies and crisis management, 30 (1), 82–91. Portico. doi:10.1111/1468-5973.12355.
   Web of Science ®Google Scholar