Some health and safety (HSE) managers within the offshore wind industry lack effective interorganizational collaboration strategies in emergency management (EM) for successful disaster mitigation, preparedness, response, and recovery. The failure and the reluctance of neighboring offshore wind industry organizations to share knowledge or resources during a disaster could hinder successful disaster response operations resulting in preventable loss of life, extensive property damage, or damaged company reputations. Grounded in the interorganizational collaboration theory, the purpose of this qualitative multiple case study was to explore strategies HSE managers in the offshore wind industry use for successful disaster mitigation, preparedness, response, and recovery. The participants included eight HSE managers actively contributing to the G+ Global Offshore Wind Health and Safety Organization. Data were collected from semistructured interviews and publicly accessible documents. Five themes emerged from methodological triangulation and thematic analysis pattern matching: shared plans, stakeholder engagement and commitment, government agency involvement and regulations, lessons learned, and standardization. Some key recommendations from the findings include developing joint disaster response plans, participating in government agencies and emergency services exercises, training, forums, and ensuring HSE managers or other EM specialists contribute to professional organizations. The implication for positive social change includes promoting positive employee health and safety practices, sustained employment, enhanced job satisfaction, and lower unemployment rate
