Responding to the needs of migrants during the Covid-19 pandemic in Montreal and Sherbrooke

Analysis of the influence strategies of actors involved in intersectoral collaborations

Bibliographic Data

ID9964299
AuthorsAchille Dadly Borvil (0000-0003-2241-862X, École Nationale d'Administration Publique, corresponding author), Nassera Touati (0000-0002-8387-1850, École Nationale d'Administration Publique), Erica Di Ruggiero (0000-0002-8935-7908, University of Toronto), Ibrahima Diallo (0000-0003-1781-2761, University of Sherbrooke), Armel B Ouffouet (Université de Montréal), Muzhgan Haydary (Université de Montréal), Lara Gautier (0000-0002-9515-295X, Université de Montréal)
Year2025
Publication date2025-12-26
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueInternational Review of Administrative Sciences (JOURNAL)
Journal identifiersISSN: 0020-8523 • E-ISSN: 1461-7226
PublisherSAGE Publishing (PUBLISHER • US)
DOI10.1177/00208523251404794
OpenAlexW7117303090
LanguageEN
References cited31

This article looks at the influence strategies of actors involved in intersectoral collaborations set up during the COVID-19 pandemic to influence collective decisions. It is part of a participatory research project that sets out to analyze the emergence and implementation of intersectoral initiatives between the community and public services during COVID-19 to better meet the needs of refugees, asylum seekers and non-status migrants in Montreal and Sherbrooke. The data analyzed in this case study were collected from 28 front-line workers and managers in the health sector (8), the community (19) and another public sector (1). The results show that the actors involved in collaborations mobilized two types of strategies—intersectoral and intra-sectoral—to influence collective decisions. On the whole, the strategies developed in times of crisis are more or less the same as those used in non-crisis periods. The difference lies in the mechanisms (context, sources of power) on which they are based. Most of the influence strategies deployed during the pandemic were based on the context of urgency and turbulence in which collaboration took place. This study documents how intersectoral collaborations work in the context of crisis, making an important contribution to the theory and practice of intersectoral collaborations. Points for practitioners In a crisis context, intersectoral collaboration is strengthened by the pooling of resources and the management of organizational interests through compromise. Public managers must promote transparency, institutional openness and dialogue to reconcile collective and organizational interests. These practices foster partner engagement, prevent strategic withdrawals and maximize the impact of joint actions, while preparing actors to work together more effectively in future crises

Citizen journalism · Context (archaeology · Openness to experience · Pandemic · Pooling · Public sector · Welsh · Work (physics · Community Health and Development · Disaster Management and Resilience · Public Policy and Administration Research

Tools

Open DOIOpen Access