Suchergebnisse

1. Introduction -- 2. Historical analysis and comparison of democratic models -- 3. Chinese traditional thoughts and the cooperative-harmonious democracy -- 4. Cooperative game theory and the cooperative-harmonious democracy -- 5. Transition to democracy from the perspective of cooperative game : a case study of Spain -- 6. The design of institutional reform for Chinese cooperative-harmonious democracy -- 7. A case study of Chinese cooperative-harmonious electoral democracy -- 8. A case study of Chinese cooperative-harmonious deliberative democracy -- 9. A cases study of Chinese cooperative-harmonious intra-party democracy -- 10. Conclusion and recommendations.

AbstractGovernments around the world, when faced with a crisis, struggle to manage various legitimate accountability expectations. Our study investigated how Chinese local governments reconcile social and hierarchical accountability in managing COVID‐19. We found that local governments are generally more responsive to hierarchical than social accountability. Moreover, senior officials are highly unlikely to shirk their duties toward hierarchical accountability when a crisis is severe. Furthermore, crisis severity increases local governments' responsiveness to social accountability. Our study has encircled our understanding regarding the management of multiple accountabilities in crisis.

Abstract
Increasing risks and crises present a challenging new normal for contemporary emergency management. It is important for public organizations to build robust government structures that can adapt to changing circumstances, rather than conform to rigid established procedures. Nevertheless, scholars have not fully explored how the transition to such robustness develops after crisis events. This paper fills the research gap by proposing an event-driven policy process model based on 171 identified crisis event studies, whereby a crisis drives learning that leads to changes in government structures or policy processes. Using a systematic review of the literature, we find that variation in crisis type and scale of impact influence subsequent policy dynamics that are critical to learning by governments. Key process dynamics (e.g. agenda setting, policy formulation, and implementation) and various types of learning are identified in the crisis-driven process that leads to robustness in public organizations. In addition, the role of scientific evidence and learning decay also play roles in this transition.