Organizational Collaborative Capacity in Fighting Pandemic Crises

Abstract

Collaborative capacity serves for organizations as the capacity to collaborate with other network players. Organizational capacity matters as collaboration outcomes usually go beyond single-shot implementation efforts or a single-minded focus on either the vertical dimension of program or the horizontal component. This review article explores organizational collaborative capacities from the perspective of public management, in particular, network theory. By applying the 5 attributes of network theory-interdependence, membership, resources, information, and learning-to the explanation of collaborative capacity in fighting pandemic crises, I argue in some ways organizational collaborative capacity is very much like an organization in its own right. Studying collaborative capacity in the battle against pandemics facilitate our understanding of multisectoral collaboration in technical, political, and institutional dimensions, and greatly advances the richness of capacity vocabulary in pandemic response and preparedness.

Knowledge management in pandemics. A critical literature review

“…To the best of our knowledge no literature review on knowledge management in pandemics exist. One literature review lifting the argument is the one of (Lai, 2012) although it focused on the collaborative nature of knowledge management in pandemics.…”

Factors that enable effective One Health collaborations - A scoping review of the literature

“…Shared response guidelines [42,50] Structures frequently included policies/protocols [59,60] Reporting -Management protocol -Task Management -Response Plan -Communications/ communication strategy [34,61] Infection planning, control and traceback procedures [62] Systems Reporting, laboratory systems [59] Surveillance systems [41,58,59] Planning; Iterative Improvement of systems [46,48,60] Information management system/ database [41,48,63,64] Information Sharing (data available and useful) [45,48]) Tool sharing during response [65] Lab systems in place [59] Online system for HR recruitment [45] Intentional multidisciplinary engagement, collaborative capacity [43,48,66,67] Standard operating procedures [55] Interoperability [42] Needs assessment and prioritization [38,48] Culture Leadership, accountability, ownership, trust, transparency of processes, systems based thinking, cultural awareness and engagement Leadership to support the iterative and developmental review of collaborative processes [58] Strong, engaged Leadership [32,35,52,68] Accountability; Ownership [67,68] Cultural Engagement; Engagement; Diversity/ Involvement of community [67,…”

“…Policies and protocols reported to be supportive included technical guidelines and standard operating procedures, as well as management, response and communication strategies and protocols [34,42,50,59,60,62]. In addition, organizations reported the need for functional systems for information and resource management and sharing and reporting both surveillance and laboratory results [41,43,45,48,55,59,63,64,66,67]. These systems were reported to benefit from being adaptive, flexible/reflexive and improved through iterative feedback and monitoring and evaluation [38,46,48,60].…”

A Systematic Narrative Review of Comprehensive Preparedness Strategies of Healthcare Resources for a Large Resurgence of COVID-19 Nationally, with Local or Regional Epidemics: Present Era and Beyond

“…Describing approaches falling under six predefined domains, 33 articles specifically focused on preparedness strategies of healthcare resources for the pandemic ( Table 1 ). 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 The final list of selected publications included 3 original articles, 9 commentaries, and 21 review articles. All but six articles were published between 2019 and 2020.…”