Organizational synthesis in transboundary crises: Three principles for managing centralization and coordination in the corona virus crisis response

Matthijs Moorkamp*, René Torenvlied, Eric-Hans Kramer

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

6 Citations (Scopus)
31 Downloads (Pure)

Abstract

Boin (2019) argues that in transboundary crisis management it is almost impossible to achieve centralization and coordination. This article identifies three principles through which actors in a transboundary crisis can balance centralization with autonomy while shaping coordination along the way. We reanalysed three transboundary cases: the Dutch military mission in Afghanistan, the downing of MH17 and hurricane Irma striking Sint‐Maarten. The principles we found are as follows: (a) reformulating key strategic priorities, (b) flexible adaptation of crisis management protocols and (c) the emergence of multifunctional units. With these three principles, we reflect on challenges in the Dutch crisis response to the corona outbreak and propose improvements for progressing current crisis management efforts.
Original languageEnglish
Pages (from-to)169-172
Number of pages4
JournalJournal of contingencies and crisis management
Volume28
Issue number2
Early online date19 May 2020
DOIs
Publication statusPublished - 1 Jun 2020

Keywords

  • UT-Hybrid-D
  • Coronavirus
  • Organizational synthesis
  • Transboundary crisis

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