Role of Chinese government and Public–Private Partnership in combating COVID-19 in China

Abstract

has been called a Global Health Emergency worldwide. According to their available resources, developed and developing countries' public and private sectors are fighting against this pandemic. This paper examines how effective the Public-Private Partnership (PPP) strategies under the Chinese government response to control this COVID-19. The study takes the Chinese government and private sector's collective efforts for analysis and discussion from January 01 to October 31, 2020. Applying linear regression revealed that public governance strategies have worked to control this pandemic's severity and frequency. The results also show that despite the negative COVID-19 graph, the Chinese government has remained consistent in health and stringency measures. Furthermore, in cooperation with private sectors, China's emergency management has built two makeshift hospitals in 12 days and 5G technology implementation; Health Code application and volunteer works illustrate sharing governance by PPP. The study advises that by keeping in mind the strategy of PPP in China, other countries should also involve private sectors to mitigate emergency issues like COVID-19 for fast and effective outcomes and ask for assistance from the Chinese government and follow their quarantine and prudent policies to control this contagious disease. It further suggests that governments should engage private sectors before draft effective emergency preparedness policies to fight against future calamities.

Measuring global pandemic governance: how countries respond to COVID-19

“…This policy has been strictly implemented by the Chinese government, and it has been proven effective in significantly reducing the level of COVID-19 transmission in the country (Butler, 2020;Wade, 2020). Additionally, The Chinese government has taken steps to combat the pandemic by maximizing the collaboration of public and private sectors (Abbas et al, 2021). Private companies produced masks and other personal protective equipment (PPE), and the government helped the private sector through the subsidies.…”

Criticality analysis of financial risks of public-private partnership projects in a Sub-Saharan African country

“…On the other hand, other risks that needs equal attention include global financial crisis, investment risks and high usage tariffs. A commercially unsuccessful PPP project in the country reviewed by Akomea-Frimpong, Jin and Osei-Kyei [8] is attributed to the global financial crisis, specifically COVID-19 pandemic which has rocked the world [34,35]. Because of this economic risk, concessionaires have been hindered to satisfy financial commitments to investors and lenders of the projects thereby limiting the financial returns of the project [29].…”

Covid-19 Pandemisi Sırasında Stratejik Yönetim Literatüründe Neler Söylendi?

“…By relating to the "organized" part of VRIO analysis developed by Barney (1995), it can be said that managerial competencies are critical for success, especially in crises that are highly volatile in their nature. In this sense, topics like stakeholder management including philanthropy, CSR, external communication, variety of stakeholders like migrants governments, civil society organizations (Al-Mansour and Al-Ajmi, 2020; He and Harris, 2020;Arslan, et al, 2021;Boeing and Wang, 2021;Bogomoletc and Lee, 2021;Chen, Liu, et al, 2021;Hammerschmidt, et al, 2021;He, et al, 2021;Kwok, et al, 2021;Lee and Li, 2021;Nayal, et al, 2021;Yen, et al, 2021) knowledge management (Iacuzzi, et al, 2020;Edghiem, et al, 2020;Ammirato, et al, 2020;Yigitcanlar, et al, 2021;Bratianu and Bejinaru, 2021;Saide and Sheng, 2021;Mariano, 2021;Klein and Todesco, 2021;Chen, Tansley and Chou, 2021;Azyabi, 2021), crisis management Hughes, et al, 2020;Kraus, et al, 2020;Moorkamp, et al, 2020;Lai and Wong, 2020;Alves, et al, 2020;Fasth, et al, 2021;Cullen and Murphy, 2021), governance (Kim, 2020;Ansell, et al, 2020;Sharma, Borah, and Moses, 2021;Abbas et al, 2021;Verbeke and Yuan, 2021), digitalization management (Anderson, 2020;Pūraitė, et al, 2020;Li, et al, 2020;…”

“…The question of how to create relationships with the external environment is an important question as much as the question of what happens in the external environment. Therefore, concepts like networks (Belso-Martinez, et al, 2020), collaboration (Liu, et al, 2020), public-private partnership (Abbas, et al, 2021), cross-sector collaboration , and product development partnership (Pereira, et al, 2020) was examined. If tendencies towards nationalism, regionalism, and localization are considered, it would be valuable to examine the structure of new relationships in the post-pandemic period.…”