Public–Private Collaboration Led by Private Organizations in Combating Crises: Evidence From China’s Fighting Against COVID-19

2021/04/14 by Huanming Wang, Huiting Qi, Bing Ran
Business, Management and Accounting · Social Sciences · #Disaster Management and Resilience #Public Policy and Administration Research #Public-Private Partnership Projects

paper · doi:10.1177/00953997211009890

openalex publication_date 2021/04/14 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/31

Abstract

Public–private collaborations have the potential to effectively respond to extreme events. However, traditional public–private collaborations that are usually led by governmental actors often encounter significant difficulties in a crisis. Based on a case study of a public–private collaboration dealing with COVID-19 in China, we explore how a private actor emerges as a leader to initiate and manage a public–private collaboration in the crisis, and how stakeholders in this collaboration work together to effectively handle the crisis. The findings indicate critical characteristics and contingencies when a private actor leads the cross-sector collaboration to effectively cope with uncertainties and deliver public services in crisis time.

Citations

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Related

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• Political institutions, state capacity, and crisis management: A comparison of China and South Korea
• Crisis Decision‐Making on a Global Scale: Transition from Cognition to Collective Action under Threat of COVID‐19