Complex network-based research on organization collaboration and cooperation governance responding to COVID-19

Abstract

PurposeWith multiple-related organizations, worldwide infections, deep economic recession and public disorder, and large consumption amount of anti-epidemic resources, the coronavirus disease 2019 (COVID-19) has been defined as a public health emergency of international concern (PHEIC). Nowadays, Wuhan has recovered from the pandemic disaster and reentered normalization. The purposes of this study are to (1) summarize organization collaboration patterns, successful experience and latent defects under across-stage evolution of Wuhan's cooperation governance mode against the pandemic, and on the basis, (2) reveal how the COVID-19 development trends and organizations' collaborative behaviors affected each other.Design/methodology/approachDetailed content analysis of online news reports covering COVID-19 prevention and control measures on the website of Wuhan Municipal Government was adopted to identify organizations and their mutual collaborative interrelationships. Four complex network (CN) models of organization collaboration representing the outbreak, preliminary control, recession and normalization stages, respectively, were established then. Time-span-based dynamic parameter analyses of the proposed networks, comprising network cohesiveness analysis and node centrality analysis, were undertaken to indicate changes of global and local characteristics in networks.FindingsFirst, the definite collaborative status of Wuhan Headquarters for Pandemic Prevention and Control (WHPPC) has persisted throughout the period. Medical institutions and some other administrations were the most crucial participants collaborating with the WHPPC. Construction-industry organizations altered pandemic development trends twice to make the situation controllable. Media, large-scale enterprises, etc. set about underscoring themselves contributions since the third stage. Grassroots cadres and healthcare force, small and medium-sized enterprises (SMEs), financial institutions, etc. were essential collaborated objects. Second, four evolution mechanisms of organization collaboration responding to the COVID-19 in Wuhan has been proposed.Research limitations/implicationsFirst, universality of Wuhan-style governance experience may be affected. Second, the stage-dividing process may not be the most appropriate. Then, data source was single and link characteristics were not considered when modeling.Practical implicationsThis study may offer beneficial action guidelines to governmental agencies, the society force, media, construction-industry organizations and the market in other countries or regions suffering from COVID-19. Other organizations involved could also learn from the concluded organizations' contributions and four evolution mechanisms to find improvement directions.Originality/valueThis study adds to the current theoretical knowledge body by verifying the feasibility and effectiveness of investigating cooperation governance in public emergencies from the perspectives of analyzing the across-stage organization collaboration CNs.

The impact of public leadership on collaborative administration and public health delivery

“…This discovery further applies the notion of public leadership to collaborative investigations within the field of public management. Nevertheless, organizational outcomes and empirical findings regarding collaborative administration are not entirely consistent, according to a recent systematic review [ 144 ]. The identification of a substantial connotation between PHD and collaborative administration in this study strengthens the validity of the prior empirical findings.…”

Modelling the critical challenges of quality assurance of cross-border construction logistics and supply chain during the COVID-19 pandemic

“…C1 depicts the difficulty of being physically present on the operation site to collaborate and seek information on the quality of cross-border projects. The collaboration process in QA has been impeded by the pandemic mitigation measures and the fear of getting infected (Oo et al, 2021;Rankohi et al, 2022;Yang et al, 2023). However, this stimulates organisations to devise innovative ways to collaborate and communicate with experts and workers and supervise and inspect works/services from remote locations.…”

Identification and Prioritization of Decision-Making Aspects on High-Rise Fast-track Buildings – A Pilot Study

“…After COVID-19, future prospect of fast-track projects was greatly realized by the construction industry stakeholders specially on medical care related projects (Gara et al, 2022). Telephonic conversations with construction industry practitioners in the US revealed that new opportunities for fast-track application emerged through construction of medical facilities on accelerated schedule and emergency basis during COVID-19 (Yang et al, 2022). Decreasing the project timeline is one of the main goals of every project manager (Feylizadeh et al, 2018).…”