Taiwan is situated less than 200 kilometers from the first COVID‐19 outbreak state, China, and it has millions of international visitors yearly. Taiwan's collective efforts to block and eliminate the invisible enemy (COVID‐19) from the island have resulted in relatively low infection and death numbers and have been hailed as a successful anomaly amid the global pandemic. This review provides some background on the systems and organizations that helped Taiwan streamline a task force (command center) in a timely manner to launch related initiatives, mobilize the public, and engage private resources to implement strategies and policies that were further enhanced by collaborative behaviors and volunteers. Even subject to threatening conditions such as cruise ship stopover and numerous foreign immigrant workers, there were no outbreaks of community infection in Taiwan similar to those in Singapore, Japan, and other countries. Taiwan's successful measures offer a good example for future comparative studies.

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Drawing upon the job demands-resources model (JD-R) and self-determination theory, this study investigates whether a set of fringe benefit initiatives taken by the police organization was able to relieve perceived work–family conflict and further reduce policemen’s intention to leave the job. A survey of 421 respondents from Beijing City Police Bureau revealed a positive relationship between work pressure, work–family conflict (WFC), and turnover intention (TI), showing that the satisfaction of fringe benefits (SFB) can moderate the linkage between WFC and TI. However, the moderating role of SFB would be crowded out when the participants possess higher level of public service motivation (PSM). This suggests that organizational support via fringe-benefit policy helps to decrease turnover intention only among employees who possess lower PSM. These findings demonstrate a special interaction of external benefits and PSM in the context of retaining police forces.