Sharing is caring: effective local crisis management through practice sharinga case study from Germany

Purpose Transboundary crises pose considerable constraints on crisis management. The duration and global character of COVID-19 serve as prime examples of such a crisis. This research aims to both explore the effect of COVID-19 on local crisis management, and how local actors adapted crisis management practices to the transboundary demands of the crisis. While previous research stresses the importance of practice switching into crisis mode, this research sheds light on the relevance of practice sharing for the management of long-term crises. Design/methodology/approach Our discussion is based on the integration of systematic large-scale agency-level survey data from German municipalities and qualitative interviews with local and regional public administrators and experts. Furthermore, we analyze data obtained from a series of workshops involving representatives from local crisis management units in North Rhine-Westphalia, Germany. Findings We find that in addition to practice switching, successful local crisis management depends on practice sharing: Not only do public administrations have to switch to modes that resemble fast-response organizations; they also work and communicate with fast-response organizations. As local public crisis management focuses on short-term crises, crisis management structures also feature actors and knowledge of fast-response organizations. In long-term crises such as COVID-19, however, these rely heavily on the expert knowledge of local agencies. Practice sharing between these organizations constitutes cultural learning and organizational innovation, supporting potential preparedness efforts for future crises. Originality/value This paper identifies new mechanisms of successful long-term crisis management in local public administrations, which aids the governance of future transboundary crises.