Two routes to precarious success
Australia, New Zealand, Covid-19 and the politics of crisis governance
Bibliographic Data
| ID | 9962013 |
|---|---|
| Authors | Nicholas Bromfield (0000-0003-3075-1481, The University of Sydney), Allan Mcconnell (0000-0002-0755-9291, The University of Sydney, corresponding author) |
| Year | 2021 |
| Volume | 87 |
| Issue | 3 |
| Pages | 518-535 |
| Publication date | 2021-09-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Review of Administrative Sciences (JOURNAL) |
| Journal identifiers | ISSN: 0020-8523 • E-ISSN: 1461-7226 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/0020852320972465 |
| OpenAlex | W3109981448 |
| Language | EN |
| Citations received | 27 |
| References cited | 25 |
Australia and New Zealand are routinely presented as sharing more in common than the federal and unitary systems separating them. As two modernising Antipodean settler societies, their governing trajectories have embraced waves of public administration/management reform. Shared pathways seem matched by their relative, although precarious and fragile, early successes in the crisis challenges of COVID-19. This article contextualises and examines one crucial point of separation: two very different crisis governance routes to such outcomes. Australia’s federal variant of multi-level governance, more used to addressing diverse regional challenges than shared national threats, has been characterised by an evolving balancing act of multi-jurisdictional agendas and bureaucratic–political conflicts. By contrast, New Zealand’s unitary system of governance, well-versed in the centralisation of power, has produced lower levels of intergovernmental conflict. Our analysis of these differing pathways also makes a contribution to our conceptual understanding of successful crisis governance
Bureaucracy · Business · Centralisation · Corporate governance · Crisis management · Political economy · Political science · Politics · Sociology · Unitary state · Community Development and Social Impact · Disaster Management and Resilience · Law · Public Administration · Social Policy and Reform Studies
Political leadership in times of pandemic in the Spanish State and Euskadi
Unequal Covid-19 socioeconomic impacts and the path to a sustainable city and resilient community
Violence against healthcare workers in the middle of a global health crisis
Why do democracies respond differently to Covid-19? A comparison of the United States and South Korea
Responding to crisis and emergencies – Linking employee characteristics to levels of satisfaction with governance, procedures & mechanisms
Paradoxes of pandemic infection control
The Case for Using Generative AI to Run Deliberation Simulations
Analysis of collaborative urban public crisis governance in complex system
Crisis Management, Policy Reform, and Institutions
Australian state and territory elections
Narrative incongruence in pandemic local governance
The Covid-19 pandemic and governance dimensions of crisis response in developing countries
Constructing Covid-19
Health governance of Covid-19 in Milan and Toronto
Crisis micro‐learning
Policy‐making, policy‐taking, and policy‐shaping
What matters the most in curbing early Covid‐19 mortality? A cross‐country necessary condition analysis
Change creates change’ – older female sex workers’ experiences through the early Covid-19 pandemic
What Can Be Learned at the Intersection of Crisis Management and Administrative Burdens? Evidence From a Systematic Review of the Governance of Australia’s National Disability Insurance Scheme During Covid ‐19
Strategizing for grand challenges
Examining associations between Adult Attachment Interview responses and multiple indicators of parental mentalizing
Kinder, gentler – and crisis-proof? Consensus democracy, inclusive institutions and Covid-19 pandemic performance
Policy performance in crisis
The (un)lucky country
Reopening to the world
Covid-19
Covid-19 and the Pathologies of Australia's Regulatory State
The Transboundary Crisis
It Depends
In search of a golden thread
Australian Liberals and the Moral Middle Class
The Politics of Crisis Management
Bureaucrats and bleeding hearts
Designing for Policy Success
Policy dynamics and types of agency
Pandemic leadership
Contingency planning for crisis management
Crisis Decision Making
Traditions of Australian governance
Covid-19 and the policy sciences
Reintegrating Government in Third Generation Reforms of Australia and New Zealand
From New Public Management to Public Value
| Unique citing works | 27 |
|---|---|
| Citations per year | 5,4 |
| Citation span | 2021 - 2026 (6) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 27 |