China's COVID‐19 pandemic response: A first anniversary assessment

The literature on crisis management reports that crises can be critical for organizations, including state and extra‐state actors; they either break down or reinvent themselves. Successful organizations, those that do not break down, use situations of crisis to restructure themselves and improve the...

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Bibliographic Details
Published inJournal of Contingencies and Crisis Management Vol. 30; no. 1; pp. 10 - 21
Main Authors Bernot, Ausma, Siqueira Cassiano, Marcella
Format Journal Article Web Resource
LanguageEnglish
Published Hoboken John Wiley & Sons, Inc 01.03.2022
Blackwell Publishing Ltd
John Wiley and Sons Inc
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Summary:The literature on crisis management reports that crises can be critical for organizations, including state and extra‐state actors; they either break down or reinvent themselves. Successful organizations, those that do not break down, use situations of crisis to restructure themselves and improve their performance. Applicable to all crises, this reasoning is also valid for the COVID‐19 pandemic and for government organizations in China. Drawing on documentary analysis, this article examines China's pandemic response from the social–political, technological and psychological perspectives using a holistic crisis management framework. It demonstrates that the Chinese state bureaucracy has assembled, expanded and strengthened its surveillance strategies to strive for comprehensive crisis response.
ISSN:0966-0879
1468-5973
DOI:10.1111/1468-5973.12396