Sources of organisational resiliency during the Thailand floods of 2011: a test of the bonding and bridging hypotheses

Based on the Institutional Collective Action framework, this research tests the impact of two competing hypotheses—bonding and bridging—on enhancing organisational resiliency. The bonding hypothesis posits that organisational resiliency can be achieved if an organisation works closely with others, whereas the bridging hypothesis argues that such a structure places considerable stress on an organisation and advocates for an organisation to position itself as a central actor to gain access to novel resources from a diverse set of entities to achieve resiliency. The paper analyses data gathered from semi‐structured interviews with 44 public, private, and non‐profit organisations serving communities affected by the Great Floods of 2011 in the Thai capital, Bangkok (urban), and in Pathum Thani (suburban) and Ayutthaya (rural) provinces. The findings suggest that: organisational resiliency was associated with the bridging effect; organisations in the rural province were more resilient than those in the suburban and urban centres; and private and non‐governmental organisations generally were more resilient than public sector organisations. The findings highlight the importance of fostering multi‐sector partnerships to enhance organisational resiliency for disaster response.