The Power of Collaborative Governance: The Case of South Korea Responding to COVID‐19 Pandemic

• Published date: 01 December 2020
• Author: Yon Jung Choi
• Date: 01 December 2020
• DOI: http://doi.org/10.1002/wmh3.376

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doi: 10.1002/wmh3.376

© 2020 Policy Studies Organization

The Power of Collaborative Governance: The Case of

South Korea Responding to COVID‐19 Pandemic

Yon Jung Choi

The COVID‐19 pandemic, the unprecedented global health crisis, has challenged the current systems

of governance, both global governance and national governance. While the alleged “advanced”soci-

eties have shown their vulnerabilities and incompetence to deal with this crisis so far, a few countries

have shown better ways of responding, in particular South Korea. In dealing with this kind of health

crisis, criticism and praise can easily point to the national government and their policies, but rarely to

the entire governance system and collaborative efforts of various actors. This article explores the

synergy produced by the entire governance system participated in by various sectors, including both

public and private ones, namely the collaborative governance, as an important factor of its more

successful control of the epidemic compared with other countries.

KEY WORDS: collaborative governance, COVID‐19, South Korea

Introduction

The global pandemic of COVID‐19 in 2020 generated over 15 million confirmed

cases and half a million deaths globally, in addition to tremendous financial

damages to families and businesses (as of July 23, 2020).

1

This unprecedented

global health crisis has challenged the current systems of governance, both global

governance (led by intergovernmental organizations, such as the World Health

Organization (WHO)and other transnational health‐related organizations)and

national governance led by the governments of sovereign nations. The alleged

“advanced”societies have shown their vulnerabilities and difficulties in dealing

with this crisis so far, as evidenced by the lack of efficient policies and public

information, poorly designed/functioning health‐care systems, the shortage of es-

sential facilities and medical equipment (e.g., face masks and ventilators), poor

coordination and cooperation among related agencies, organizations and per-

sonnel, and sociocultural conflicts.

2

1

These numbers continue to grow. The World Health Organization (WHO)predicts

that COVID‐19 could last 4–5 years throughout the world (Kelland, 2020).

2

As an example of sociocultural conflict, the wearing of face masks, considered to

be the best measure to prevent the spread of the virus, has been culturally resisted

in some societies.