Effects of Organizational Environment, Internal Structure, and Team Climate on the Effectiveness of Local Emergency Planning Committees

Michael K. Lindell and David J. Whitney

Risk Analysis, 1995, vol. 15, issue 4, 439-447

Abstract: This study proposed and tested a model of factors influencing the effectiveness of Local Emergency Planning Committees (LEPCs). Data were collected from the chairs of Michigan LEPCs, who were asked to provide information about their LEPCs’staffing, activities, resources, and team climate, as well as information about community hazards and relationships with other organizations in their communities. The model was partially supported. As hypothesized, team climate substantially mediated the relationships between an LEPCs effectiveness and many of the attributes of its internal structure and external environment. In addition, three (emergency planning resources, community support and LEPC staffing and structure) out of four categories of variables hypothesized to influence team climate were, in fact directly related to it. There were two major inconsistencies with the model. First, two types of emergency planning resources were found to have a direct influence on LEPC effectiveness rather than an indirect effect mediated by team climate. In addition, hazard vulnerability was hypothesized to have a direct effect on team climate, but the data showed this relationship was mediated by community support and by LEPC staffing and structure. A revised model was proposed that suggests ways in which members can change the structure of an LEPC and strategies to enhance its effectiveness.

Date: 1995
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Persistent link: https://EconPapers.repec.org/RePEc:wly:riskan:v:15:y:1995:i:4:p:439-447

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