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Collective sensemaking within institutions: Control of the COVID‐19 epidemic in Vietnam

Author

Listed:
  • Chuong H. Pham
  • Thang V. Nguyen
  • Thang N. Bach
  • Canh Q. Le
  • Hung V. Nguyen

Abstract

How people make initial and collective sense under crises remains unanswered. This paper addresses this question using the control of COVID‐19 in Vietnam as a case study. Our results suggest that sensemaking under crises is influenced by an institutional propensity for prevention that has developed gradually over time. Local governments play a vital role in fostering collective sensemaking which enables concerted actions in epidemic control. However, biases are inherent in sensemaking, including a delay in access to vaccine and a violation of privacy. For policy makers, this study suggests that developing specific prevention policies and programs, building large‐scale coordination capacity, and promoting local initiatives are necessary for coping with epidemics. For theory development, the study explores how institutions condition sensemaking and specifies several mechanisms in which local authorities could facilitate collective sensemaking in crises.

Suggested Citation

  • Chuong H. Pham & Thang V. Nguyen & Thang N. Bach & Canh Q. Le & Hung V. Nguyen, 2023. "Collective sensemaking within institutions: Control of the COVID‐19 epidemic in Vietnam," Public Administration & Development, Blackwell Publishing, vol. 43(2), pages 150-162, May.
    • Handle: RePEc:wly:padxxx:v:43:y:2023:i:2:p:150-162
    DOI: 10.1002/pad.1996
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    References listed on IDEAS

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    1. Thang V. Nguyen & Hung V. Nguyen & Cuong Vu & Canh Q. Le, 2018. "Sense making of policy processes in the transition economy of Vietnam," Public Administration & Development, Blackwell Publishing, vol. 38(4), pages 154-165, October.
    2. Nguyen, Thang V. & Le, Ngoc T.B. & Bryant, Scott E., 2013. "Sub-national institutions, firm strategies, and firm performance: A multilevel study of private manufacturing firms in Vietnam," Journal of World Business, Elsevier, vol. 48(1), pages 68-76.
    3. Christopher Weible & Tanya Heikkila & Peter deLeon & Paul Sabatier, 2012. "Understanding and influencing the policy process," Policy Sciences, Springer;Society of Policy Sciences, vol. 45(1), pages 1-21, March.
    4. Monika Persson, 2013. "Local Sensemaking of Policy Paradoxes – Implementing Local Crime Prevention in Sweden," Public Organization Review, Springer, vol. 13(1), pages 1-20, March.
    5. Sally Maitlis & Scott Sonenshein, 2010. "Sensemaking in Crisis and Change: Inspiration and Insights From Weick (1988)," Journal of Management Studies, Wiley Blackwell, vol. 47(3), pages 551-580, May.
    6. Karl E. Weick, 1988. "Enacted Sensemaking In Crisis Situations[1]," Journal of Management Studies, Wiley Blackwell, vol. 25(4), pages 305-317, July.
    7. Dubois, Anna & Gadde, Lars-Erik, 2002. "Systematic combining: an abductive approach to case research," Journal of Business Research, Elsevier, vol. 55(7), pages 553-560, July.
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