In disaster response, collaboration facilitates interactions among actors, such as the government, the military, nongovernmental organizations, and civil society organizations. This study examined the longitudinal changes in collaborative governance in Myanmar’s disaster responses based on cases of flooding in 2015, 2016, and 2018. To examine the mechanisms underlying this dynamic network formation, the collaborative ties of the actors involved in search and rescue activities were converted into longitudinal relational data sets, and the evolution of collaborative governance was analyzed by relying on the assumptions of social capital, transaction cost, homophily, and resource dependency theories and using a longitudinal social network analysis method. The findings show that the collaborative networks of search and rescue processes in disaster response evolved and changed over time according to the hypothesized patterns of strong, weak, and preferential tie formations. The study also revealed that the collaborative governance system assumes the form of a hierarchy rather than a generalized exchange, and the actors’ reliance on military organizations is not obvious due to the emerging alternative non-military actors and diverse local actors observed in the cases.

We assess the resource-based view in the study of strategic human resource management in public agencies. We mainly examine the impact of both human resource management (HRM) practices and actual human resources on the perception of federal agency mission accomplishment. We show that all types of goal-aligned and performance-based HRM practices (including rewards, training, appraisal, and recruitment) positively affect perceived agency mission accomplishment. In addition, certain types of human resources (including the percentage of career senior executive service members and organizational size) contribute to perceived agency mission accomplishment although others (including the percentage of professionals and noncareer senior executive service members) make negative contributions. Strategic knowledge, regarding an organization’s valuable, rare, inimitable, and nontradable resources—in both HRM practices and human resources—can help improve perceived federal agency mission accomplishment.