ABSTRACT
The overarching crisis cooperation strategies point to the complexity of organizational interactions in crises. All the strategies contain some mix of cooperative, less cooperative and competitive behaviors. Inter-organizational network arrangements are the most common way for states to arrange their response capacity to crises today. This chapter has presented a first systematic investigation of organizational interactions in crisis situations, drawing on the Transboundary Crisis Management (TCM) dataset and quantifying cooperative and conflictual indicators at both the occasion for decision level of analysis and across crises as a whole. The policy implications here are a first attempt to place these findings in a planning context. The implications of the chapter suggest to practitioners ways to facilitate cooperation in decision-situations and promote cooperative strategies across whole crises. The conceptualization of cooperative behavior was developed using gerner and schrodt's action and statement variables for actor interactions in international disputes.
