Managing through Covid ‐19
Reflections from city managers and lessons learned
Bibliographic Data
| ID | 10394133 |
|---|---|
| Authors | Sebawit Bishu (0000-0002-7157-7769, Evans School of Public Policy and Governance University of Washington Seattle Washington USA), Leonor Camarena (0000-0002-7211-4395, Paul H. O'Neill School of Public and Environmental Affairs Indiana University Bloomington Indiana USA), Megan Feeney (0000-0001-6850-1985, School of Public Affairs Arizona State University Phoenix Arizona USA) |
| Year | 2023 |
| Volume | 83 |
| Issue | 5 |
| Pages | 1367-1386 |
| Publication date | 2023-08-03 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/puar.13707 |
| OpenAlex | W4385550627 |
| Language | EN |
| Citations received | 3 |
| References cited | 38 |
Our research centers on the role of city managers in responding to the COVID‐19 pandemic in the United States. We begin by asking: What was the experience of city managers during the COVID‐19 pandemic? Drawing on interview data from 87 US city managers we identify four emergent themes: crisis management, organizational and leadership contexts, unintended outcomes, and administrative impacts. We then apply Comfort's (2007) four Cs—cognition, communication, coordination, and control—to the interview data. We find that cognition, communication, and coordination are critical to city managers experiences in crisis management and response. Control is largely related to organizational and leadership contexts and a key aspect in determining their reported success. We also find that city managers view unintended and administrative outcomes as a result of their crisis management process that reinforce their strategies. From our inductive analysis, we propose a Complex Disaster Response Framework of City Managers
Business · Cognition · Control (management · Coronavirus disease 2019 (COVID-19 · Crisis communication · Crisis management · Economics · Management · Pandemic · Political science · Process (computing · Public relations · Unintended consequences · Disaster Management and Resilience · Psychology · Public Relations and Crisis Communication
Inter-organizational coordination in extreme events
Compound, Cascading, or Complex Disasters
Qualitative Inquiry and Research Design
Agendas, alternatives, and public policies
Interpretive Research Design
Power of social relations
The Covid-19 pandemic as a game changer for public administration and leadership? The need for robust governance responses to turbulent problems
Saturation in qualitative research
The Loss of Capacity in Public Organizations
Managing Crises Collaboratively
Collaborative emergency management and national emergency management network
Interagency Communication Networks During Emergencies
Understanding Multiplexity of Collaborative Emergency Management Networks
Disaster and emergency management systems in urban areas
City Management in the 1990s
Understanding Emergency Preparedness in Public Agencies
Bureaucrats and Politicians in Western Democracies
What if Hurricane Katrina Hit in 2020? The Need for Strategic Management of Disasters
Public Leadership in Times of Crisis
Unprecedented Challenges, Familiar Paradoxes
The Effect of Problem Severity, Managerial and Organizational Capacity, and Agency Structure on Intergovernmental Collaboration
Collaborative emergency management
What Have We Learned since September 11, 2001? A Network Study of the Boston Marathon Bombings Response
On the Front Line
Managing Disasters
Crisis Management in Hindsight
Evaluating Local Government Emergency Management Programs
Being a Public Manager in Times of Crisis
The Third and Fatal Shock
Rethinking Security
Assessing and Managing Environmental Risk
The Shifting Boundary between Elected Officials and City Managers in Large Council-Manager Cities
The Roles of Local Government Managers in Theory and Practice
Collaboration and Leadership for Effective Emergency Management
| Unique citing works | 3 |
|---|---|
| Citations per year | 3 |
| Citation span | 2025 - 2026 (2) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 3 |