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This paper attempts to theorise about China’s strategy in combating the coronavirus pandemic with an embryonic framework - 3H (Heart-Head-Hand) framework. By adopting a descriptive approach, the paper introduces the case of coronavirus outbreak in China and how the public health administration coped with it. The 3H framework has been applied to analyse China’s strategy, and the framework’s assumptions are initially tested.

The pandemic case is created based on credible reports, press releases from different respected sources, World Health Organization (WHO) statistics, interview transcripts and broadcasting stations’ video clippings. Interpretive analysis with pragmatism approach has been conducted in analysing the data and information collected. Triangulation, wherever possible, has been done to validate the data and information.

As an exploratory study, its findings show that 3H framework distinguishes the effectiveness of a country’s strategy and practice for combating the pandemic. Countries, which failed to observe the assumed principles of 3H domains tend to have much more infected cases and deaths.

The 3H framework conceptualised a holistic management approach and its assumptions have been initially tested with this pandemic case. The framework shows its predictability value for a country’s pandemic management effectiveness.

The purpose of this paper is to explore how far plans to “modernize” hospital management in China are converging toward a global model of new public management (NPM) or represent a distinctive pathway.

This paper draws on a systematic review of available secondary sources published in English and Chinese to describe both the nature and trajectory of hospital management reforms in China.

In China, while public hospital reforms bear many of the hallmarks of the NPM, they are distinctive in two key respects. First, the thrust of current reforms is to partially reverse, not extend, the trend toward marketization in order to strengthen the public orientation of public hospitals. Second is a marked gap between the rhetoric and reality of empowering managers and freeing them from political control.

This paper develops a framework for understanding the drivers and obstacles to hospital management reforms in China that is useful for managers, clinicians and policy makers.

In China, few authors have considered NPM reform in relation to healthcare. This paper contributes in better understanding current reforms taking place in China’s expanding healthcare sector and locates these within broader theoretical and policy debates.

The COVID-19 pandemic and its related economic meltdown and social unrest severely challenged most countries, their societies, economies, organizations, and individual citizens. Focusing on both more and less successful country-specific initiatives to fight the pandemic and its multitude of related consequences, this chapter explores implications for leadership and effective action at the individual, organizational, and societal levels. As international management scholars and consultants, the authors document actions taken and their wide-ranging consequences in a diverse set of countries, including countries that have been more or less successful in fighting the pandemic, are geographically larger and smaller, are located in each region of the world, are economically advanced and economically developing, and that chose unique strategies versus strategies more similar to those of their neighbors. Cultural influences on leadership, strategy, and outcomes are described for 19 countries. Informed by a cross-cultural lens, the authors explore such urgent questions as: What is most important for leaders, scholars, and organizations to learn from critical, life-threatening, society-encompassing crises and grand challenges? How do leaders build and maintain trust? What types of communication are most effective at various stages of a crisis? How can we accelerate learning processes globally? How does cultural resilience emerge within rapidly changing environments of fear, shifting cultural norms, and profound challenges to core identity and meaning? This chapter invites readers and authors alike to learn from each other and to begin to discover novel and more successful approaches to tackling grand challenges. It is not definitive; we are all still learning.

The purpose of this paper is to study the managing of emergencies pertinent to public health which is critical to the well‐being of a society; as such, the management mechanisms employed should be of great interest and significance for research.

This paper first relies on extensive literature to describe the mechanism used in the USA from three aspects – organizational structure, management system, and logistics network. For the purpose of comparison, the Chinese version of the mechanism is presented from the same three aspects. The two management systems are then compared both qualitatively and quantitatively.

Deficient areas in Chinese public‐health management mechanism as well as challenging issues associated with supply chain design and coordination for emergency supplies in the context of large‐scale public health emergencies with low frequency but catastrophic impacts are found. Specifically, the following three important research problems are revealed from the comparative study: how to establish an efficient organizational structure that incorporates all the relevant entities in public‐health emergency management? How to establish an information system for emergency management that integrates disease surveillance, control, and prevention? How to design an efficient and cost‐effective logistics network to ensure prompt and sufficient delivery of emergency supplies?

To date, this research has been the first of its kind that compares two countries' emergency management systems in the context of public health management.

Bobbie Scull's bibliography of federal government bibliographies was begun in 1971 as an annual informational publication primarily intended for the faculty at Louisiana State University. Later she distributed it to libraries all over the state of Louisiana. In 1973 RSR began to publish these lists on an annual basis. This is the fourth such appearance. In the meantime these bibliographies were cumulated and published in two volumes: Bibliography of U.S. Government Bibliographies 1968–73 and 1974–76. (Pierian Press, 1975, 1979). RSR is proud to continue the annual supplements which are now computer produced at LSU. Although this supplement appears in Volume 8:1 (1980) in the future they will appear in the final issue of the year.

Under uncertain circumstances, digital technologies are taken as digital transformation enablers and driving forces to integrate with medical, healthcare and emergency management research for effective epidemic prevention and control. This study aims to adapt complex systems in emergency management. Thus, a digital transformation-driven and systematic circulation framework is proposed in this study that can utilize the advantages of digital technologies to generate innovative and systematic governance.

Aiming at adapting complex systems in emergency management, a systematic circulation framework based on the interpretive research is proposed in this study that can utilize the advantages of digital technologies to generate innovative and systematic governance. The framework consists of four phases: (1) analysis of emergency management stages, (2) risk identification in the emergency management stages, (3) digital-enabled response model design for emergency management, and (4) strategy generation for digital emergency governance. A case study in China was illustrated in this study.

This paper examines the role those digital technologies can play in responding to pandemics and outlines a framework based on four phases of digital technologies for pandemic responses. After the phase-by-phase analysis, a digital technology-enabled emergency management framework, titled “Expected digital-enabled emergency management framework (EDEM framework)” was adapted and proposed. Moreover, the social risks of emergency management phases are identified. Then, three strategies for emergency governance and digital governance from the three perspectives, namely “Strengthening weaknesses for emergency response,” “Enhancing integration for collaborative governance,” and “Engaging foundations for emergency management” that the government can adopt them in the future, fight for public health emergency events.

The novel digital transformation-driven systematic circulation framework for public health risk response and governance was proposed. Meanwhile, an “Expected digital-enabled emergency management framework (EDEM model)” was also proposed to achieve a more effective empirical response for public health risk response and governance and contribute to studies about the government facing the COVID-19 pandemic effectively.

A debate emerged among members of public administration academia soon after COVID-19 appeared on the roles and measures that governments ought to deploy to prevent infection. One prevalent discourse is the strength of “strong government” in the fight against the virus—the administrative capacity to launch prompt, appropriate and effective actions that entail collaboration with citizens. A notable development in governance is that new public management (NPM) principles, such as the value of money and the pluralisation of service delivery, are gradually put aside when governments urgently need to curb the spread of infection. The roles of bureaucracy and centralised action are re-emphasised in the policymaking and implementation of anti-epidemic measures. Such a trend allows us to examine if the COVID-19 public health crisis has fundamentally reversed the trend of government retreat in public service within neoliberal regimes since the 1980s.

For this research, the authors selected two “strong governments” in Asia—Hong Kong and Taiwan—by showing how administrators outline their anti-pandemic strategies, examining the role of government in coordinating responses and how bureaucracy interacts with the other two key domains of the governance mechanism: civil society and the market. These two offshore Chinese capitalist economies and pluralistic societies are perceived to have “strong government capacity” in the fight against COVID-19, presumably as a key attribute to their success confining the spread of infection during the early stages of the first outbreak. Both societies reported low infection rates and low mortality rates until September 2020. The authors browsed databases developed by scholars (Cheng et al., 2020; Hale et al., 2020) and referred to two “rubrics” to assess and compare government actions in both places in response to COVID-19. The authors itemised, categorised and counted the policy actions in both places according to the rubrics, noticed that the policy footprint appeared in over two-thirds of indicators of proactive government interventions and identified double-digit counts in nearly half of the categories.

The authors found that both governments attempted to establish strong stewardship and quick measures to contain the infection. The pattern of “strong government” is, however, not the same as that superficially exhibited. Taiwan took limited steps to regulate business activities but proactively intervened and coordinated the supply of hygienic utilities. Hong Kong launched aggressive attempts to reduce human mobility but remained non-active despite the “face mask run” in society. The “strong government” aspect also received divergent reactions from society. There was extensive cross-sectoral collaboration under the centralised “National Team” advocacy in Taiwan, and there has been no record of local infection for over 10 months. The Hong Kong government was repeatedly doubted for its undesirable stewardship in anti-epidemic measures, the effectiveness of policy interventions and the impartiality of law enforcement. Spontaneous actions during the health crisis from civil societies and private markets were noted, but they seemed uncoordinated with official attempts.

The initial findings enable us to rethink correlations between state capacity and legitimacy in the fight against the virus and its development post-COVID-19. Apparently, Taiwan and Hong Kong demonstrated a “re-expansion” of their public sector during the public health crisis, but not in the same format. This can be understood based on their varying regime values and administrative systems. The pandemic has been a catalyst, pushing both regimes back to their original track of public administration establishments. The concept of “path dependence” might explain the initial development and project the longer-term transformation of the public sector in both places.

The purpose of this study is to analyze the scope and magnitude of Chinese budgetary responses to the coronavirus disease 2019 (COVID-19) pandemic.

This study analyzes budgetary response in China by means of public reports, news reports and policy documents.

The Chinese responses were comprehensive, flexible and fast. Through the normal authorization process, simplifying procedures of budget allocation and special legislative approval after the surge of COVID-19 cases, China used many budgetary measures to help suffering businesses and households to buffer the economic difficulties caused by the pandemic. It also increased public health spending very quickly so subnational governments could control and prevent the pandemic with the necessary resources. International relief efforts have also been increased. These findings show the unique strength of the Chinese political system, which is very flexible and quick in resource mobilization.

This study offers a quick review of the Chinese budgetary responses to the COVID-19 pandemic. It also highlights some of the future concerns and needs of the Chinese government in domestic and global health areas.

This article describes structural developments of public expenditures in China in the past 30 years and demonstrates an increasing public's need for services in areas of education, health care, social security, and housing. Starting with a theory explaining the need to adjust the spending structure, the article specifies a proper proportion of public service expenditures in total governmental spending and discusses a possible path to this spending structure.

Although the Chinese economy has experienced a strong and rapid growth due to the success of its economic reform, the Chinese central government faces a stern fiscal decline. The fiscal problem has undermined the ability of the central government in completing many crucial governing tasks. By examining the institutional root of the fiscal problem, this paper argues that the fiscal decline is part of the ironic corollary of the decentralization strategy of China’s economic reform which produces a “weak center, strong local” outcome. To fully address the problem, China should undertake major institutional reforms to redefine as well as institutionalize the fiscal roles of different levels of government.