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Learning from the COVID-19 Pandemic: Implications from Governance Capacity and Legitimacy

Author

Listed:
  • Jonas Lund-Tønnesen

    (University of Oslo)

  • Tom Christensen

    (University of Oslo)

Abstract

This paper examines the crisis management learning by the Norwegian government after the COVID-19 pandemic by focusing on types of learning based on the concepts of governance capacity and legitimacy. Using unique interview data with 36 elite administrative and political executives in Norway, the study finds varied learning by the involved actors, and most learning about coordination between ministries and agencies, which are amplified by the lack of knowledge related to analytical capacity. The study contributes to advance the analytical understanding of crisis management learning and provides insight into what a high performing government in the pandemic attempts to learn.

Suggested Citation

  • Jonas Lund-Tønnesen & Tom Christensen, 2023. "Learning from the COVID-19 Pandemic: Implications from Governance Capacity and Legitimacy," Public Organization Review, Springer, vol. 23(2), pages 431-449, June.
    • Handle: RePEc:kap:porgrv:v:23:y:2023:i:2:d:10.1007_s11115-023-00705-5
    DOI: 10.1007/s11115-023-00705-5
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    References listed on IDEAS

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    1. Hasan Muhammad Baniamin, 2021. "Citizens’ Initiatives for Crisis Management and the Use of Social Media: An Analysis of COVID-19 Crisis in Bangladesh," Public Organization Review, Springer, vol. 21(4), pages 797-813, December.
    2. Tom Christensen & Liang Ma, 2021. "Comparing SARS and COVID-19: Challenges of Governance Capacity and Legitimacy," Public Organization Review, Springer, vol. 21(4), pages 629-645, December.
    3. Christopher Ansell & Eva Sørensen & Jacob Torfing, 2021. "The COVID-19 pandemic as a game changer for public administration and leadership? The need for robust governance responses to turbulent problems," Public Management Review, Taylor & Francis Journals, vol. 23(7), pages 949-960, July.
    4. James G. March & Lee S. Sproull & Michal Tamuz, 1991. "Learning from Samples of One or Fewer," Organization Science, INFORMS, vol. 2(1), pages 1-13, February.
    5. Thomas Schillemans, 2008. "Accountability in the Shadow of Hierarchy: The Horizontal Accountability of Agencies," Public Organization Review, Springer, vol. 8(2), pages 175-194, June.
    6. Daniel A. Levinthal & James G. March, 1993. "The myopia of learning," Strategic Management Journal, Wiley Blackwell, vol. 14(S2), pages 95-112, December.
    7. Van Thanh Vu, 2021. "Public Trust in Government and Compliance with Policy during COVID-19 Pandemic: Empirical Evidence from Vietnam," Public Organization Review, Springer, vol. 21(4), pages 779-796, December.
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