Technology in the time of corona: A critical institutional reading

Crisis as opportunity, disruption and exposure: Exploring emergent responses to crisis through digital technology

“…In the UK, the initial decision by politicians to follow a ‘Herd Immunity’ approach led to a public outcry as many believed that it would expose and put the country's vulnerable population at the greatest risk. It was quickly replaced by a governmental rhetorical strategy of being ‘science-led’ and relying on simulation and data modeling practices as the remedy of all things in managing the crisis (see also Zilber and Goodman, 2021 ). At the heart of these approaches are different framings of handling risk and uncertainty which were attempts by the government to regain public confidence after what was generally perceived by some as avoidable mistakes.…”

Effect of the COVID-19 pandemic on public managers’ attitudes toward digital transformation

“…This did not necessarily guarantee the quality of all digital transformation processes at the municipal level. As suggested by previous research on smart cities, the process of digital transformation has been uneven, with many public managers completely convinced of the necessity of the digital transformation of cities and others adopting ICT and related technologies because it is fashionable and promoted by higher tiers of the government [67]. In general, however, when COVID-19 began, governments were better prepared for digital acceleration than they would have been a few years earlier [6].…”

Building digital resilience against crises: The case of Taiwan's COVID‐19 pandemic management

“…Finally, the current study advances research on digital resilience by shedding light on the less-discussed relations between digital resilience and emotions, such as anxiety and stress (Ziber & Goodman, 2021). The unknown duration of some crises, such as the COVID-19 pandemic, and the significant disruptions they cause to everyday life are typically accompanied by heavy social, emotional, and economic costs (Rickards, 2021).…”