Haley Murphy

Oklahoma State University
Political Science

232 Murray Hall
Stillwater, OK

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Haley Murphy is an assistant professor in the Department of Political Science at Oklahoma State University. She also teaches in the Department's Fire and Emergency Management Administration Graduate Program. Her research focuses on emergency management, nonprofit organizations, governance, and policy implementation.

Murphy, Haley and Jason Pudlo. 2017. "Bridging Cultures: Nonprofit, Church, and Emergency Management Agency Collaboration after the May 2013 Oklahoma Tornado Outbreak" Journal of Emergency Management, 15(3), 157-174.
Abstract: Community-based organizations, such as nonprofit organizations (NPOs) and churches, play an important role in helping individuals and communities bounce back after a disaster. The nature of disasters requires organizations across sectors to partner together to provide recovery services; however, collaboration is difficult even in times of stability and requires trust and communication to be built through prior collaborative relationships. These prior relationships rarely exist between the majority of the nonprofit sector, churches, and existing emergency management structures. Furthermore, these organizations often have very different cultures, values, and norms that can further hinder successful postdisaster collaboration. The authors use data collected from interviews with nonprofit and church leaders involved in recovery efforts after a series of devastating storms impacted central Oklahoma in 2013 to understand how well nonprofit and church leaders perceive their organizations collaborated with each other and with government and emergency management agencies in response and recovery efforts. Interview data suggest that NPOs and churches without a primary or secondary mission of disaster response and recovery have a difficult time collaborating with organizations involved in existing emergency management structures. The authors suggest that nonprofits with a primary or secondary purpose in disaster response are a potential bridge between other nonprofits and emergency management agencies
Wu, Hao-Che (Tristan), Alex Greer, Haley Murphy, and Ray Chang. In Press. "Preparing for the New Normal: Students and Earthquake Hazard Adjustments in Oklahoma." International Journal of Disaster Risk Reduction.
Abstract: Since 2010, Oklahoma has seen a major increase in earthquakes, with an average of one-to-two M3.0 earthquakes occurring per day in 2015. We know little, however, about resident's risk perceptions regarding this new hazard. This study examines how individual risk perceptions, hazard experience, hazard salience, and other factors influence individual hazard adjustments efforts. We find that risk perceptions are related to an individual's intention to adopt hazard adjustments, but not the actual adoption of adjustments. Hazard salience is related to actual adoption of hazard adjustments, as are several demographic variables. We also find that individuals are more likely to make hazard adjustments for earthquakes if they believe those adjustments will also protect them from other hazards, such as high wind events. This leads us to make some practical suggestions for emergency managers regarding educating citizens about the actual risks associated with earthquakes and the value of individual mitigation efforts.
Murphy, H. & Robichau, R. (2016). Governmental Influences on Organizational Capacity: The Case of Child Welfare Nonprofits. Nonprofit Policy Forum
Abstract: When government agencies interact with nonprofit organizations they have various effects on the organization’s capacity. But, it is unclear how a particular agency’s environment-both internal (i. e. organizational culture) and external (i. e. resource dependency)-determines whether government’s influence on that agency will be positive or negative. Using data from a survey of child welfare nonprofits, this paper examines to what extent a nonprofit’s relationship with government improves or hinders their capacity. Evidence suggests that the nonprofit’s organizational culture, dependency on government funds, and relational contracting has a significant impact on the perception that governmental interaction has made capacity better or worse. Contrary to expectations, there are improvements in management activities as government funding and contracts increases.
DOI: 10.1515/npf-2015-0040
Robinson, Scott E. and Haley Murphy. 2013. “Frontiers for the Study of Nonprofit Organizations in Disasters.” Journal of Risk, Hazards, and Crisis in Public Policy 4 (2):128-134.
Abstract: It is increasingly clear that one cannot understand emergency and disaster management without understanding the various roles nonprofits play in these processes. From traditional actors like the Red Cross to emergent participants at the local level, nonprofit organizations are affecting every phase of disaster management. This introductory article provides a schema for organizing the existing research on nonprofit organizations in disasters separating different levels of analysis (individual, organization, and network levels). The result points to important areas for future investigation and points of connection between various research projects.
Robinson, Scott E., Haley Murphy, and Angela Bies. 2014. “Structured to Partner: School District Collaboration with Nonprofit Organizations in Disaster Response.” Journal of Risk, Hazards, and Crisis in Public Policy (5) 1:77-95.
Abstract: Emergency preparedness and response are moving from a specialized circle of emergency management professionals and select nonprofit organizations (such as the Red Cross and other national relief organizations) to include a broader variety of organizations not traditionally fulfilling emergency management roles, including schools. It is not clear who among these new potential members of emergency preparedness networks collaborates with whom. We present the results of a survey of Texas public schools and test how structural characteristics are related to collaboration with nonprofits and relief organizations following a local, visible disaster, that of the 2005 Gulf Coast Hurricanes. Our results show that the propensity to collaborate is related to the size of the districts and its degree of centralization, even while controlling for a district's general collaborative tendency.

Substantive Focus:
Governance PRIMARY
Social Policy SECONDARY

Theoretical Focus:
Agenda-Setting, Adoption, and Implementation PRIMARY