Implementing crisis decisions beyond instructions
Lessons from implementation theory
Bibliographic Data
| ID | 6430747 |
|---|---|
| Authors | Peter Hupe (0000-0002-9982-4362, corresponding author) |
| Year | 2025 |
| Volume | 7 |
| Issue | 2 |
| Pages | 257-273 |
| Publication date | 2025-01-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Review of Public Policy (JOURNAL) |
| Journal identifiers | ISSN: 2679-3873 • E-ISSN: 2706-6274 |
| Publisher | International Public Policy Association (PUBLISHER • FR) |
| DOI | 10.4000/14ge5 |
| OpenAlex | W4412839637 |
| Language | EN |
| Citations received | 2 |
| References cited | 29 |
Crisis decision-making in government requires professional conduct at all layers of public administration. Assuming implementation as a matter of merely following the instructions implicitly laid out in a formal policy document will not do. Alternatively, providing explicit instructions for implementation in a crisis situation is not sufficient either. Appropriate implementation requires political-administrative attention during and before managing an actual crisis. In the heat of a crisis it is crucial that heads of government clearly communicate their decisions as political messages. Having organized proper channels of coordination is also important. The institutionalization of standard operating procedures functional for a proper crisis response needs to be addressed, particularly before the next crisis occurs. The same goes for enhancing internalized professionalism in public service on the ground floor of the state. Top-down political attention to implementation therefore entails more as well as less than giving instructions in a crisis situation
Business · Economics · Management science · Political science · Process management · Computer Science · Evaluation and Performance Assessment
The Problem-solving Capacity of the Modern State
The Crisis Approach
The Politics of Crisis Management
Cooperation in the Face of Transboundary Crisis
Managing Crises Collaboratively
Crisis decision-making and the dilemma of knowledge and action
Crisis Decision Making
Policy Analysis
Organizing for Crisis Management
Dramaturgy and crisis management
Theory of ‘Soft' Policy Implementation in Multilevel Systems with an Application to Social Partnership in the Netherlands
Towards a New Typology of Crises
Formulation and Implementation of Air Quality Control Programmes
Focusing Events, Mobilization, and Agenda Setting
Synthesizing the Implementation Literature
The use of placebo policies to escape from policy traps
Implementing the third generation research paradigm in policy implementation research
And the rest is implementation.’ Comparing approaches to what happens in policy processes beyond Great Expectations
What happens on the ground
Symbols, Rituals and Power
| Unique citing works | 2 |
|---|---|
| Citations per year | 2 |
| Citation span | 2025 - 2026 (2) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 2 |