Hostname: page-component-6587cd75c8-mppm8 Total loading time: 0 Render date: 2025-04-23T23:38:55.762Z Has data issue: false hasContentIssue false
  • English
  • Français

Joining Hands to Manage Transboundary Crises: A Comparative Evaluation of Policy Collaboration for Epidemic Prevention in China during SARS and COVID-19

Published online by Cambridge University Press:  02 December 2024

Lei Zhou Open the ORCID record for Lei Zhou [Opens in a new window] ,
Qiannian Zhang Open the ORCID record for Qiannian Zhang [Opens in a new window] ,
Qi Huang Open the ORCID record for Qi Huang [Opens in a new window]  and
Qingduo Mao Open the ORCID record for Qingduo Mao [Opens in a new window]
Lei Zhou
Affiliation:
School of Public Affairs, University of Science and Technology of China, Hefei, China
Qiannian Zhang
Affiliation:
School of Public Affairs, University of Science and Technology of China, Hefei, China
Qi Huang
Affiliation:
School of Management, University of Science and Technology of China, Hefei, China
Qingduo Mao*
Affiliation:
School of International Affairs and Public Administration, Ocean University of China, Qingdao, China Smart State Governance Lab, Shandong University, Qingdao, China
*
Corresponding author: Qingduo Mao; Email: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

Increasing transboundary crises necessitate the development of crisis management capabilities that transcend boundaries. In such situations, inter-governmental and cross-functional collaboration has become a common practice to address the complexities of governance challenges. This study employs Social Network Analysis to examine the structure, function, and evolution of policy collaboration networks in China in response to COVID-19 and SARS. Since the SARS outbreak, China has embraced a collaborative governance approach, considering the transboundary nature of COVID-19. This approach has led to the involvement of numerous specialized organizations engaged in economic and social development, contributing to the establishment of a larger and more loosely connected collaboration network. While the health department bears the primary responsibility for coordinating public health emergency management, diverse organizations with social governance and economic management functions have also emerged as key actors, providing crucial anti-epidemic information, knowledge, and resources to address this significant cross-border crisis.

Keywords

transboundary crisiscollaboration networksocial network analysisSARSCOVID-19
Type
Policy Analysis
Information
Disaster Medicine and Public Health Preparedness , Volume 18 , 2024 , e298
Copyright
© The Author(s), 2024. Published by Cambridge University Press on behalf of Society for Disaster Medicine and Public Health, Inc

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Article purchase

Temporarily unavailable

References

Boin, A, Rhinard, M. Managing transboundary crises: what role for the European Union? Int Stud Rev. 2008;10(1):1–26. doi:10.1111/j.1468-2486.2008.00745.xCrossRefGoogle Scholar
Ansell, C, Boin, A, Keller, A. Managing transboundary crises: identifying the building blocks of an effective response system. J Contingencies Cris Manag. 2010;18(4):195–207. doi:10.1111/j.1468-5973.2010.00620.xCrossRefGoogle Scholar
Blondin, D, Boin, A. Cooperation in the face of transboundary crisis: a framework for analysis. Perspect Public Manag Gov. 2020;3(3):197–209. doi:10.1093/ppmgov/gvz031Google Scholar
Imperial, MT. Using collaboration as a governance strategy: lessons from six watershed management programs. Adm Soc. 2005;37(3):281–320. doi:10.1177/0095399705276111CrossRefGoogle Scholar
Emerson, K, Nabatchi, T, Balogh, S. An integrative framework for collaborative governance. J Public Adm Res Theory. 2012;22(1):1–29. doi:10.1093/jopart/mur011CrossRefGoogle Scholar
Ansell, C, Gash, A. Collaborative governance in theory and practice. J Public Adm Res Theory. 2007;18(4):543–571. doi:10.1093/jopart/mum032CrossRefGoogle Scholar
Sandström, A, Carlsson, L. The performance of policy networks: the relation between network structure and network performance. Policy Stud J. 2008;36(4):497–524. doi:10.1111/j.1541-0072.2008.00281.xCrossRefGoogle Scholar
Kapucu, N, Hu, Q. Understanding multiplexity of collaborative emergency management networks. Am Rev Public Adm. 2016;46(4):399–417. doi:10.1177/0275074014555645CrossRefGoogle Scholar
Abbassinia, M, Kalatpour, O, Motamedzade, M, et al. Application of social network analysis to major petrochemical accident: interorganizational collaboration perspective. Disaster Med Public Health Prep. 2021;15(5):631–638. doi:10.1017/dmp.2020.86CrossRefGoogle ScholarPubMed
Lecy, JD, Mergel, IA, Schmitz, HP. Networks in public administration: current scholarship in review. Public Manag Rev. 2014;16(5):643–665. doi:10.1080/14719037.2012.743577CrossRefGoogle Scholar
Kapucu, N, Hu, Q, Khosa, S. The state of network research in public administration. Adm Soc. 2017;49(8):1087–1120. doi:10.1177/0095399714555752CrossRefGoogle Scholar
Lubell, M, Scholz, J, Berardo, R, Robins, G. Testing policy theory with statistical models of networks. Policy Stud J. 2012;40(3):351–374. doi:10.1111/j.1541-0072.2012.00457.xCrossRefGoogle Scholar
Yousefi Khoshsabegheh, H, Ardalan, A, Takian, A, et al. Social network analysis for implementation of the Sendai Framework for disaster risk reduction in Iran. Disaster Med Public Health Prep. Published online 2021:14–19. doi:10.1017/dmp.2021.167Google ScholarPubMed
Hu, X, Naim, K, Jia, S, Zhengwei, Z. Disaster policy and emergency management reforms in China: from Wenchuan earthquake to Jiuzhaigou earthquake. Int J Disaster Risk Reduct. 2021;52:101964. doi:10.1016/j.ijdrr.2020.101964CrossRefGoogle Scholar
Berry, FS, Brower, RS, Choi, SO, et al. Three traditions of network research: What the public management research agenda can learn from other research communities. Public Adm Rev. 2004;64(5):539–552. doi:10.1111/j.1540-6210.2004.00402.xCrossRefGoogle Scholar
Yin, Y, Gao, J, Jones, BF, et al. Coevolution of policy and science during the pandemic. Science. 2021;371(6525):128–130. doi:10.1126/science.abe3084CrossRefGoogle ScholarPubMed
Sun, M, Xu, N, Li, C, et al. The public health emergency management system in China: trends from 2002 to 2012. BMC Public Health. 2018;18(1):1–9. doi:10.1186/s12889-018-5284-1CrossRefGoogle Scholar
Kupferschmidt, K, Cohen, J. Can China’s COVID-19 strategy work elsewhere? Science. 2020;367(6482):1061–1062. doi:10.1126/science.367.6482.1061CrossRefGoogle ScholarPubMed
Weible, CM, Nohrstedt, D, Cairney, P, et al. COVID-19 and the policy sciences: initial reactions and perspectives. Policy Sci. 2020;53(2):225–241. doi:10.1007/s11077-020-09381-4CrossRefGoogle Scholar
Guo, X, Kapucu, N. Examining collaborative disaster response in China: network perspectives. Nat Hazards. 2015;79(3):1773–1789. doi:10.1007/s11069-015-1925-1CrossRefGoogle Scholar
Freeman, LC. Centrality in social networks conceptual clarification. Soc Networks. 1978;1(3):215–239. doi:10.1016/0378-8733(78)90021-7CrossRefGoogle Scholar
Lo, C. Going from Government to Governance. In: Global Encyclopedia of Public Administration, Public Policy, and Governance. Springer International Publishing; 2018:1–5. doi:10.1007/978-3-319-31816-5_3282-1Google Scholar
Grizzle, D, Goodin, A, Robinson, SE. Connecting with New Partners in COVID-19 Response. Public Adm Rev. 2020;80(4):629–633. doi:10.1111/puar.13247CrossRefGoogle ScholarPubMed
Orton, JD, Weick, KE. Loosely coupled systems: a reconceptualization. Acad Manag Rev. 1990;15(2):203. doi:10.2307/258154CrossRefGoogle Scholar
Kapucu, N, Augustin, ME, Garayev, V. Interstate partnerships in emergency management: emergency management assistance compact in response to catastrophic disasters. Public Adm Rev. 2009;69(2):297–313. doi:10.1111/j.1540-6210.2008.01975.xCrossRefGoogle Scholar
Bird, Y, Short, JL, Toffel, MW. Coupling labor codes of conduct and supplier labor practices: the role of internal structural conditions. Organ Sci. 2019;30(4):847–867. doi:10.1287/orsc.2018.1261CrossRefGoogle Scholar
Brusoni, S, Prencipe, A, Pavitt, K. Knowledge specialization, organizational coupling, and the boundaries of the firm: why do firms know more than they make? Adm Sci Q. 2001;46(4):597–621. doi:10.2307/3094825CrossRefGoogle Scholar
Weick, KE. Educational organizations as loosely coupled systems. Adm Sci Q. 1976;21(1):1. doi:10.2307/2391875CrossRefGoogle Scholar
Borgatti, SP, Everett, MG. Models of core/periphery structures. Soc Networks. 2000;21(4):375–395. doi:10.1016/S0378-8733(99)00019-2CrossRefGoogle Scholar
Schott, T. International influence in science: beyond center and periphery. Soc Sci Res. 1988;17(3):219–238. doi:10.1016/0049-089X(88)90014-2CrossRefGoogle Scholar
Isaac, ME, Erickson, BH, Quashie-Sam, SJ, et al. Transfer of knowledge on agroforestry management practices: the structure of farmer advice networks. Ecol Soc. 2007;12(2). doi:10.5751/ES-02196-120232CrossRefGoogle Scholar
Ernstson, H, Sörlin, S, Elmqvist, T. Social movements and ecosystem services—the role of social network structure in protecting and managing urban green areas in Stockholm. Ecol Soc. 2008;13(2):39. doi:10.5751/ES-02589-130239CrossRefGoogle Scholar
Birkland, TA. Disasters, lessons learned, and fantasy documents. J Contingencies Cris Manag. 2009;17(3):146–156. doi:10.1111/j.1468-5973.2009.00575.xCrossRefGoogle Scholar
Clark-Ginsberg, A. Disaster risk reduction is not ‘everyone’s business’: evidence from three countries. Int J Disaster Risk Reduct. 2020;43:101375. doi:10.1016/j.ijdrr.2019.101375CrossRefGoogle Scholar