Since the first known case of a COVID-19 infected patient in Wuhan, China on 8 December 2019, COVID-19 has spread to more than 200 countries, causing a worldwide public health crisis. The existing literature fails to examine what caused this sudden outbreak from a crisis management perspective. This article attempts to fill this research gap through analysis of big data, officially released information and other social media sources to understand the root cause of the crisis as it relates to China's current management system and public health policy. The article draws the following conclusions: firstly, strict government control over information was the main reason for the early silencing of media announcements, which directly caused most people to be unprepared and unaware of COVID-19. Secondly, a choice between addressing a virus with an unknown magnitude and nature, and mitigating known public panic during a politically and culturally sensitive time, lead to falsehood and concealment. Thirdly, the weak autonomous management power of local public health management departments is not conducive for providing a timely response to the crisis. Finally, the privatization of many state-owned hospitals led to the unavailability of public health medical resources to serve affected patients in the Wuhan and Hubei Province. This article suggests that China should adopt a Singaporean-style public health crisis information management system to ensure information disclosure and information symmetry and should use it to monitor public health crises in real time. In addition, the central government should adopt the territorial administration model of a public health crisis and increase investment in public health in China.
Global climate change and its influence on human migration have caused heated debates. There is no consensus about the role of environmental change in shaping migration decisions. To amass more evidence and develop a deeper understanding of the relations between the environment and migration, this paper seeks to evaluate the importance of various drivers (economic, social, political, demographic, and environmental drivers) and determine the internal mechanism in the decision process. The Likert scale was used as the tool for measuring each respondent’s perception of the drivers, and the within-group interrater agreement index was used to express the survey data and to select the actual driving forces. As a result, economic, social, and political factors were strong forces that promoted migration directly, while demographic and environmental factors were moderate or weak forces that promoted migration indirectly. The migrants’ core consideration was to effectively reduce family risks and sustain their livelihoods by moving to a destination to improve their household income, keep their original social networks, and obtain housing allowances from the local government. Land degradation and meteorological disasters were rooted in the vulnerability and risks of a family, and these factors indirectly influenced the people’s decisions by affecting the socioeconomic drivers. We concluded that isolating the environmental drivers from other drivers underlying migration decisions is difficult. Additionally, the internal mechanism indicated that both environmental and non-environmental factors all have an impact on choice in different ways. Future policies should be aimed at increasing sustainable livelihoods and the social resilience of migrant families at a personal level, balancing the development levels of the original locations and destinations, and strengthening international cooperation to reduce the negative effects of climate change at the regional level.
High-performance work systems are being increasingly used in organisational management. However, such system development over time has resulted in increasingly complex impacts on employee innovation behaviour. How to stimulate innovation in the technological talent pool of individuals at high-tech enterprises has gradually become a research hotspot. Based on an effective sample of 351 technological individuals from high-tech enterprises in Jiangsu, Zhejiang and Guangdong provinces, this paper discusses the mechanism and boundary conditions of a high-performance work system affecting the active innovation behaviour of such individuals based on self-determination theory. The empirical results show the following: (1) Informational practices and controlled practices in a high-performance work system have mutually exclusive effects on active innovation behaviour, with significant positive and negative effects. (2) The need for autonomy and competence play mediating roles between informational practices and active innovation behaviour; the need for autonomy plays a masking effect between controlled practices and active innovation behaviour. (3) The need for relatedness negatively moderates the effects of a high-performance work system which is focused on the needs for autonomy and competence. The findings reveal the internal mechanism and boundary conditions of high-performance work system influencing active innovation behaviour, which provides a reference for high-tech enterprises to encourage technical talents to innovate, and have important practical significance for improving the core competitiveness of high-tech enterprises.
At present, the zero-tolerance and co-existence approaches are the two basic concepts used to manage COVID-19. With the increase in vaccination rates and the continuing impact of the pandemic on people's lives, the co-existence approach has become the mainstream global practice. However, its high infection rate is still an inevitable fact. China was the first country to adopt the zero-tolerance approach to deal with COVID-19 and successfully control it. Due to its immediate effects and low infection rates, this approach has been used in China until now. Through the co-operation of the government and community, China has achieved precise regional lockdowns and patient identification. This article uses the CBCM model to interpret how China has achieved its zero-tolerance approach. Finally, the secondary hazards and applicability of China's CBCM model are discussed. This article draws the following conclusions: (1) China's CBCM basically replicates Singapore's crisis management model for SARS. With the co-operation of the community, it achieved universal coverage of prevention, detection and control; (2) Government leadership in dealing with major crises is very important; (3) In addition to relying on the extreme power of the government to realize China's CBCM model, the two major factors of a submissive society and collectivism have played an important role; (4) China's CBCM model is essentially an excessive anti-pandemic strategy.
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