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Application of Social Network Analysis to Major Petrochemical Accident: Interorganizational Collaboration Perspective

Published online by Cambridge University Press:  22 September 2020

Marzieh Abbassinia ,
Omid Kalatpour ,
Majid Motamedzade ,
Alireza Soltanian  and
Iraj Mohammadfam
Marzieh Abbassinia
Affiliation:
Center of Excellence for Occupational Health, Occupational Health and Safety Research Center, School of Public Health, Hamadan University of Medical Sciences, Hamadan, Iran
Omid Kalatpour
Affiliation:
Center of Excellence for Occupational Health, Occupational Health and Safety Research Center, School of Public Health, Hamadan University of Medical Sciences, Hamadan, Iran
Majid Motamedzade
Affiliation:
Ergonomics Department, Hamadan University of Medical Sciences, Hamadan, Iran
Alireza Soltanian
Affiliation:
Department of Biostatistics, Modeling of Noncommunicable Diseases Research Center, Hamadan University of Medical Sciences, Hamadan, Iran
Iraj Mohammadfam*
Affiliation:
Center of Excellence for Occupational Health, Occupational Health and Safety Research Center, School of Public Health, Hamadan University of Medical Sciences, Hamadan, Iran
*
Correspondence and reprint requests to Iraj Mohammadfam, Center of Excellence for Occupational Health, Occupational Health and Safety Research Center, School of Public Health, Hamadan University of Medical Sciences, Hamadan, Iran (e-mail: mohammadfam@umsha.ac.ir).
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Abstract

Objective:

Crisis management in major accidents requires the collaboration among different organizations. One of the most important problems of crisis management is the lack of coordination between executive organizations. The aim of this study was to examine the structural characters and problems of interorganizational network during crisis in the petrochemical industry and provide solutions to achieve the highest performance in crisis management.

Methods:

The organizations involved in crisis management were identified through interviews and questionnaires. Gephi (0.9.1) software was used to examine interorganizational relationships.

Results:

In this study, the crisis management team consisted of 25 public and private organizations and non-governmental organizations. The highest betweenness centrality was observed in Crisis Management of Provincial Government (CMPG) (142.16) and Fire Department of Petrochemical Complex (FDC) (89.3). The highest closeness centrality was observed in FDC (0.77), CMPG (0.7), Shazand Governorate (0.7), and Crisis Management of University of Medical Sciences (0.7).

Conclusions:

Coordination between organizations plays an important role in crisis and emergency management, and social network analysis helps identify strengths and weaknesses of organizations involved in crisis management, overcome those weaknesses, and consequently achieve the best performance in crisis management.

Keywords

collaborationcrisis managementsocial network analysis
Type
Original Research
Information
Disaster Medicine and Public Health Preparedness , Volume 15 , Issue 5 , October 2021 , pp. 631 - 638
Copyright
© Society for Disaster Medicine and Public Health, Inc. 2020

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