Collaboration between tourism and emergency management organizations is critical for the safety of tourists and the communities they visit. Using a mixed methods social network approach, this study explores the practices and structural characteristics of tourism disaster management collaboration in Piopiotahi/Milford Sound and Tāhuna/Queenstown, in Aotearoa/New Zealand. Our analysis reveals five types of collaborative relationships: acquaintance, communication, resource sharing, business relations, and formal agreements. This insight can assist tourism and emergency management practitioners in developing strategies for network and resource allocation, considering the costs and formality of each relationship type. Our findings also indicate that the networks in Milford Sound and Queenstown have a dense core-periphery structure, with Emergency Management Organizations and Regional Tourism Organizations serving as central and brokering actors. Their central coordinating role suggests a need for increased resources and capacity to effectively perform their critical bridging functions.