Edited by Soonhee Kim, Shena Ashley and Henry W. Lambright
Chapter 14: The emergence of governance capacity in global policy implementation: evidence from managing transnational public health crises
Network governance among organizations underpins a working relation in which each participating organization works toward a common mission, or complementary goals (Bryson et al., 2006; Emerson et al., 2012). Therefore, it matters how an organization is oriented and guided in the network. From the literature, such capacity of dominating governance directives can be relevant to a number of factors such as politics, leadership, organizational culture and/or organizational goals. In this chapter, I term such capacity ‘governance capacity.’ Governance capacity matters to an organization in extreme events because crisis changes the way things are perceived. In crisis, an opportunity subsequently arises to potentially bring about significant policy changes (McGuire and Silvia, 2010; Waugh and Streib, 2006). What makes the governance situation more complex is that each participating sector always has a unique organizational interest to define public crises that are shaped by its mission, training background, political commitment, rhetorical issues or prior experience (Ansell and Gash, 2008; Comfort, 2007; Lai, 2014). However, very little literature looks into the fundamental question of how governance capacity emerges in a networked environment at the organizational level. Furthermore, the existing empirical research on governance capacity, both in public management literature generally and network governance specifically, is drawn from single-case study or event-based research that overlooks governance capacity building in crisis from comparative perspectives.
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