Learning from past pandemic governance: Early response and Public-Private Partnerships in testing of COVID-19 in South Korea.
Learning from past pandemic governance: Early response and Public-Private Partnerships in testing of COVID-19 in South Korea.
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DOI：
10.1016/j.worlddev.2020.105198
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发表时间：
2021-01
影响因子：
6.9
通讯作者：
Chung E
中科院分区：
文献类型：
--
作者：
Park J;Chung E
政治精英们从过去的经验中学习，以增强其领导力的可持续性。在韩国，公共和私营部门合作有效地抗击了COVID-19。疫情治理提高了公众在选举中对现任政府的支持。民主政府在危机管理方面受到压力。为有效早期应对COVID-19，需要进行大规模RT-PCR检测。政治精英如何从过去吸取教训，在大流行形势下加强其领导力的可持续性？在本文中，我们提出了一个政策实施的理论框架，该框架结合了公共和私营部门的合作（“公私伙伴关系”或PPP），以有效应对COVID-19等紧急危机。我们解释了由政策失败优先（时间1）推动的新制度的作用，这些制度在稍后的时间（时间2）允许ppp的激活，目的是延长现任领导人的政治寿命。具体来说，我们研究了韩国的案例，这个国家在2015年（时间1）的MERS病例中制定了新的流行病治理政策。2020年，现政府为了遏制新冠疫情，启动了上述政策（时代2）。特别是，为了快速有效地应对新冠疫情，政府与民间合作，大幅增加了实时聚合酶链反应（RT-PCR）检测量。我们运用政策反馈理论来证明失败的政策先例的政治影响，以及政治结果如何以动态和周期性的方式再次塑造新政策。在实证方面，我们对2019冠状病毒病大流行期间韩国制药部门在政府采购和出口检测试剂盒方面进行了内容分析。我们可以看到，随着疫情的发展，曾一度面临支持率暴跌、甚至被认为是弹劾选项的朴槿惠总统，在2020年4月的议会选举中，彻底改变了舆论，取得了压倒性的胜利。我们的研究结果表明，民主政府意识到先例，并对自己在选举中的命运保持警惕，被迫在危机管理方面表现良好，因此转向迅速动员公共和私人手段以求生存。测试包的紧急使用授权（EUA）程序证明了这种手段，在该程序中，“跨越式参与者”——崭露头角的创新者——有助于将大流行病危机转化为可持续领导和自身的机会。
Political elites learn from the past to enhance sustainability of their leadership. Public and private sectors collaborated to efficiently combat COVID-19 in South Korea. Pandemic governance boosted public support for the incumbent government in elections. Democratic governments are pressured to perform well in crisis management. Large-scale RT-PCR testing is required for effective early response to COVID-19. How can political elites learn from the past to enhance sustainability of their leadership in a pandemic situation? In this article, we develop a theoretical framework of policy implementation that combines collaboration from public and private sectors (“Public-Private Partnership,” or PPP) to efficiently deal with urgent crises such as COVID-19. We explain the role of new institutions prompted by policy failure precedence (Time 1) that at a later time period (Time 2) allow for the activation of PPPs with the aim to extend the political life of incumbent leaderships. Specifically, we examine the case of South Korea, a country in which a prior case of MERS in 2015 (Time 1) had established new policies for pandemic governance. In 2020, such policies were activated by the incumbent leadership in order to contain COVID-19 (Time 2). In particular, for swift and effective management of the pandemic, the South Korean government utilized partnerships with the private sector to exponentially increase the amount of Real-Time Polymerase Chain Reaction (RT-PCR) testing. We apply Policy Feedback Theory to demonstrate the political effects of failed policy precedents and how the political outcomes again shape new policies in a dynamic and cyclical manner. Empirically, we conduct a content analysis of South Korea’s pharmaceutical sector in government procurement and exports of test-kits during the COVID-19 pandemic. We show that as the pandemic situation progressed, South Korea’s leader, who had been in danger of plummeting support to the extent that impeachment was discussed as a viable option, drastically shifted public opinion to achieve a landslide victory in general elections in April 2020. Our findings suggest that democratic governments, aware of precedents and wary of their fate in elections, are pressured to perform well in crisis management, and thus turn to rapidly mobilizing public and private means for survival. Such means are evidenced by the case of emergency use authorization (EUA) process for test-kits, in which “leapfrogging players” – up-and-coming innovators – that contribute to turning a pandemic crisis into an opportunity for sustainable leadership and for themselves.
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影响因子：
34.3
作者：
Baqui, Pedro;Bica, Ioana;van der Schaar, Mihaela
通讯作者：
van der Schaar, Mihaela
影响因子：
6.9
作者：
Choung, Jae-Yong;Hwang, Hye-Ran;Song, Wichin
通讯作者：
Song, Wichin
DOI：
10.1057/palgrave.development.1100029
发表时间：
2004-01-01
期刊：
Development (London)
影响因子：
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作者：
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通讯作者：
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影响因子：
56.9
作者：
Candido, Darlan S.;Claro, Ingra M.;Faria, Nuno Rodrigues
通讯作者：
Faria, Nuno Rodrigues
影响因子：
5
作者：
EASTON, D
通讯作者：
EASTON, D