| The aim of this research is to identify incentives and barriers to government-nonprofit collaboration during emergency preparedness activities in Virginia, Maryland, and DC using exchange theory as the theoretical framework. When conducting emergency response activities, the government needs to capitalize on the unique resources offered by nonprofits, which cannot be accessed elsewhere. Scholarly discussions about government-nonprofit collaborations are typically centered on individual or group dynamics, but this research takes on a broader perspective by analyzing and documenting candid views of over 50 government and nonprofit emergency management professionals covering all regions in these locations. This qualitative analysis highlights major themes of trust, transparency, power and autonomy, and organizational structure---all of which are key tenets of exchange. A supplemental theme of accountability was also found during data collection. This research will be of interest to federal, state, and local government officials, as well as nonprofit emergency management professionals. |
