Six Cs of pandemic emergency management: A case study of Taiwan's initial response to the COVID-19 pandemic

Liu, Li‐Yin

doi:10.1016/j.ijdrr.2021.102516

Cited by 20 publications

(9 citation statements)

References 68 publications

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“…On 11 March 2020, the World Health Organization (WHO) declared COVID-19 a pandemic, which has since then led to a serious economic crisis [14] with more than 276 million cases and 3.3 million deaths (https://www.worldometers.info/coronavirus/, accessed on 22 December 2021). In Taiwan, the COVID-19 pandemic has been controlled well [15] due to the experience of SARS in 2003 [16,17]. At the beginning of the pandemic, on 27 April 2020, Taiwan had only 429 cases and 6 deaths [15].…”

Section: Introduction 1research Backgroundmentioning

confidence: 99%

“…In Taiwan, the COVID-19 pandemic has been controlled well [15] due to the experience of SARS in 2003 [16,17]. At the beginning of the pandemic, on 27 April 2020, Taiwan had only 429 cases and 6 deaths [15]. As of 26 December 2020, just 783 cases were confirmed on this island due to its efficient quarantine policies [18].…”

Section: Introduction 1research Backgroundmentioning

confidence: 99%

“…As of 26 December 2020, just 783 cases were confirmed on this island due to its efficient quarantine policies [18]. Although Taiwan encountered a severe wave of infections in May 2021 with about 15,000 cases by 15 July 2021 [19], the number of daily cases decreased to approximately 30 in July 2021 [15]. Updated in 22 December 2021, Taiwan recorded only 16,840 total cases, 850 total deaths, 705 total cases per million people, compared to 35,501 total cases per million people globally, 36 deaths per million people compared to 691 deaths per million people globally.…”

Section: Introduction 1research Backgroundmentioning

confidence: 99%

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Consumers’ Perspectives and Behaviors towards Corporate Social Responsibility—A Cross-Cultural Study

Hsu

Bui

2022

Sustainability

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This study measured consumers’ perspectives and behaviors with respect to corporate social responsibility (CSR). Specifically, we explored the components of CSR, including CSR aimed towards the environment, society, customers, employees, suppliers, and shareholders. We also examined the impact of CSR practices on brand attitude and purchase intention. The study surveyed 616 consumers across three locations, with detailed questionnaires in four languages. A total of 564 samples (186 from Vietnam, 189 from Indonesia, and 189 from Taiwan) qualified for data analysis. Additionally, statistics software including LISREL 8.8, STATISTICA 10, and MINITAB 19 were utilized to evaluate our hypotheses and construct a structural model. The results indicated that the consumers across the three areas were not concerned about CSR aimed towards shareholders, while all consumers considered CSR aimed towards themselves. Vietnamese customers prioritized a company’s care for its employees, while both Indonesian and Taiwanese consumers concentrated on the environment and society. In addition, suppliers’ benefits and rights attracted Indonesians’ attention. Furthermore, CSR had a positive significant impact on brand reputation in all three cultures. However, while CSR had a positive influence on customer purchase intention in Indonesia and Taiwan, it did not in Vietnam.

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Section: Introduction 1research Backgroundmentioning

confidence: 99%

Section: Introduction 1research Backgroundmentioning

confidence: 99%

Section: Introduction 1research Backgroundmentioning

confidence: 99%

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Consumers’ Perspectives and Behaviors towards Corporate Social Responsibility—A Cross-Cultural Study

Hsu

Bui

2022

Sustainability

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“…Scholars of public health emergencies also highlight early detection and response to an epidemic as pivotal for containing the spread (Siedner et al., 2015 ). The policy infrastructure set in the early stages is also essential to coping with potential outbreaks and uncertainty later on (Liu et al., 2021 ). Therefore, it is valuable to probe governments' early responses to COVID‐19 rather than looking into their responses after the pandemic has been declared.…”

Section: Case Selection and Data Collectionmentioning

confidence: 99%

The imperative of state capacity in public health crisis: Asia's early COVID‐19 policy responses

et al. 2022

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Preexisting political institutions influence governments' responses to public health crises in different ways, creating national variations. This article investigates how state capacity, a country's fundamental ability to organize bureaucracy and allocate societal resources, affects the timing and configuration of governments' COVID‐19 policy responses. Through comparative case study analysis of five of China's neighboring countries early in the COVID‐19 crisis, the paper shows that more‐capable states (Singapore, South Korea, Taiwan) initiated crisis response faster, mobilized national resources more extensively, and utilized diverse policy tools when the virus risk level was still low. In contrast, low‐capacity states (Thailand and Indonesia) were more reactive in handling the crisis, limited their focus to border‐related measures, and were more constrained in the types of tools they could employ. The paper points to the importance of studying the COVID‐19 response process rather than the outcome (i.e., confirmed cases/deaths) when unpacking the impacts of political institutions in public health crises.

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“…By establishing theoretical frameworks, previous studies can clarify the research ideas of community anti-epidemic work and lay a theoretical foundation for subsequent evaluation and strategy research. For example, the Epidemic Management Framework provides guidance for managing the four phases of outbreak preparedness, response, recovery and mitigation through automated content identification and analysis of COVID-19 reports in local newspapers [ 27 ]; the Outbreak Management Framework and its application tools provide data support for controlling the spread of the epidemic by tracing contacts in specific areas [ 28 ]; the 4R Crisis Management Framework proposes to build a “point, line, surface, body” method to improve the CEPC capabilities [ 29 ]; the 6 Cs Conceptual Framework states that the cognition, communication, collaboration, control, confidence and co-production are critical to disaster response [ 30 ]; the Multi-actor Coordination Framework models the coordination of activities, actors and resources in an outbreak management scenario, identifying 25 key resources and eight important activities for epidemic management [ 31 ]; the W2R Framework includes recommendations for community management in the three areas of “pre-epidemic health risk warning, mid-epidemic planning and building response and post-epidemic community revitalization” [ 32 ].…”

Section: Research Progressmentioning

confidence: 99%

Research Progress and Improvement Ideas of Anti-Epidemic Resilience in China’s Urban Communities

Cui

Zou

et al. 2022

IJERPH

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In the post-epidemic era, China’s urban communities are at the forefront of implementing the whole chain of accurate epidemic prevention and control. However, the uncertainty of COVID-19, the loopholes in community management and people’s overly optimistic judgment of the epidemic have led to the frequent rebound of the epidemic and serious consequences. Existing studies have not yet formed a panoramic framework of community anti-epidemic work under the concept of resilience. Therefore, this article first summarizes the current research progress of resilient communities from three perspectives, including ideas and perspectives, theories and frameworks and methods and means, and summarizes the gap of the current research. Then, an innovative idea on the epidemic resilience of urban communities in China is put forward: (1) the evolution mechanism of community anti-epidemic resilience is described through the change law of dynamic networks; (2) the anti-epidemic resilience of urban communities is evaluated or predicted through the measurement criteria; (3) a simulation platform based on Multi-Agent and dynamic Bayesian networks simulates the interactive relationship between “epidemic disturbance–cost constraint-–epidemic resilience”; (4) the anti-epidemic strategies are output intelligently to provide community managers with decision-making opinions on community epidemic prevention and control.

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Six Cs of pandemic emergency management: A case study of Taiwan's initial response to the COVID-19 pandemic

Cited by 20 publications

References 68 publications

Consumers’ Perspectives and Behaviors towards Corporate Social Responsibility—A Cross-Cultural Study

Consumers’ Perspectives and Behaviors towards Corporate Social Responsibility—A Cross-Cultural Study

The imperative of state capacity in public health crisis: Asia's early COVID‐19 policy responses

Research Progress and Improvement Ideas of Anti-Epidemic Resilience in China’s Urban Communities

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