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In this article, we investigate the leadership response to the COVID‐19 pandemic crisis in Greece and Sweden based on the strategic leadership framework put forth by Boin, 't Hart, Stern and Sundelius. We seek to understand the contextual (institutional, administrative and political) factors explaining the differences in stringency of measures and centralization of response in Greece and Sweden, respectively. What trade‐offs did public leaders implement between effectiveness and efficiency to successfully manage the crisis? We find that reliance on expertise plays out differently in centralized and decentralized structure, while a salient lesson drawn for practitioners is that there is more than one path to successful crisis leadership response contingent on institutional capacity, bureaucratic autonomy and political system. The article concludes with implications for leadership response during crises and practical lessons for crisis managers.

This report covers the key findings about mapping exercises and the analysis of: - the effectiveness and legitimacy of Commission, European Council, and Council of the European Union's transboundary crisis management capacity -the role of the European Commission, in which much crisis management capacity, expertise and leadership potential can be found; and the relatively recent role of European Council in providing political direction to EU crisis management efforts

TheEuropeanUnion (EU) has modest but promising capacities to assist member states overwhelmed by disaster through itsCivilProtectionMechanism. TheEUalso routinely sends civil and military missions to hotspots outsideEUterritory. But these capacities do not suffice in the face of transboundary crises: threats that cross geographical and policy borders within theUnion. Examples include epidemics, financial crises, floods, and cyber terrorism. Nation states cannot cope with these threats without international collaboration. In this article, we explore theEU's efforts to develop transboundary crisis management capacities. We describe these budding capacities, explain their policy origins, and explore their future potential.

TransCrisis seeks to develop a comprehensive understanding of transboundary crisis management and leadership in the EU. It is particularly interested in the effect of the financial crisis on transboundary crisis management, and how the context of the 'new normal' (involving the ongoing economic crisis, political legitimacy crisis, geopolitical tensions, refugee crisis) is impacting on the EU's transboundary crisis management capacity and leadership. WP2 and WP7 provide for the unifying core of the research work conducted in the other WPs. WP2 sets out the framework and codebook to guide other WPs in providing information for the work conducted under WP7. This document (the codebook) should be read as an extension of the theoretical framework (D2.1), which explains the core analytical concepts. WP2 plays an integrative role in the TransCrisis project, in that it facilitates a shared understanding of key factors in the study of transboundary crisis management as well as an integrated way of performing the required research that will feed into WP7. The core analytical concepts defined in D2.1 will be consistently used throughout the Consortium and this enables the integration of the findings of individual subprojects, building the foundation for a sound and comprehensive analysis of EU transboundary crisis 3 management capacity in the contemporary context. The aim of this codebook therefore is threefold: a) it provides for a unifying set of questions and concerns to deliver research outcomes across all TransCrisis WPs that go beyond the findings of each WP, b) to deliver a theoretically-informed framework for research that will facilitate integrated research-related publications and c) to deliver a platform to enhance knowledge exchange and dissemination. The latter two functions are the particular objectives of WP7. This codebook therefore guides the research work of the other WPs. Given the diverse research methodologies and research areas, this codebook provides guidance on the kind of information required to ...

Significance The notion that sudden impacts on shared international waters can be detected and quantified, even in a war zone, is important to scientists and policy makers, who have been stifled in the past by inaccessibility to such regions and the consequent inability to collect relevant data. Our study uses satellite imagery of war-torn Syria, showing how conflict and migration caused sudden reductions in Syrian agricultural land use and water use. An unexpected effect of the conflict was increased flow in the Yarmouk River to Jordan, which nonetheless remains one of the world’s most water-poor nations. The study illustrates that conflict and human displacement can significantly alter a basin’s water balance with dramatic effects on the transboundary partitioning of water resources.

This paper investigates global, or transborder, environmental disruption risk from the perspective of the potential policy solution to be brought about by international negotiations. Particular attention is given to the First‐Comers/Late‐Comers dilemma. The Spanish case is used as an illustration for the argument that information provision and acceptance are critical factors.

In recent years, crises have become increasingly transboundary in nature. This exploratory paper investigates whether and how the transboundary dimensions of crises such as pandemics, cyber attacks and prolonged critical infrastructure failure accentuate the challenges that public and private authorities confront in the face of urgent threats. We explore the transboundary dimensions of crises and disasters, discuss how an increase in 'transboundedness' affects traditional crisis management challenges and investigate what administrative mechanisms are needed to deal with these compounded challenges. Building on lessons learned from past crises and disasters, our goal is to stimulate a discussion among crisis management scholars about the political‐administrative capabilities required to deal with 'transboundary' crises.

In this paper, leadership tasks and stakeholder response during transboundary crisis management are analyzed based on findings from Hofstede's study, GLOBE Project, and theoretical concepts in cross-cultural management. Accordingly, a conceptual model of transcultural crisis management is proposed. Seven propositions (P) and sixteen sub-propositions (SP) are developed and then tested using the case method. The case of the COVID-19 pandemic is studied to note the effects of cross-cultural differences and intercultural communication in the pre-crisis, crisis, and post-crisis stages. Cross-cultural differences are found to affect sense-making, decision-making, sense-giving and meaning-making during pre-crisis and crisis management stages. Implications of these findings and further research agenda are discussed.

1. Deliverable 4.5.1. European Union Agencies: A transnational logic? 2. Deliverable 4.5.2. European transboundary crises and EU agencies: Examining board members' attitudes towards crisis involvement 3. Deliverable 4.5.3. Transboundary crisis management from the perspectives of four EU agencies: a case study research exercise

"Pandemic Preparedness and Responses to the 2009 H1N1 Influenza: Crisis Management and Public Policy Insights" published on by Oxford University Press.