Table 1 Governance ideal types Ideal... | Emerald Publishing

Table 1

Governance ideal types

Ideal types	Examples
Hierarchy	Strong adherence to a prescriptive perspective of contingency plans through prescriptive legislation and instructions
	Formalised positions of authority, i.e. through cabinet members responsible for the crisis response, chief scientist
	Emergency resource allocation to task forces and committees to issue orders
	Use of penalties for punitive purposes
	Prioritising specific information sources over others – narrow perspectives from experts
Market	Procurement and contractual relations with private partners for provision of key infrastructure (i.e. ICT solutions, logistics)
	Inclusion of private partners for maintaining and providing services
	Use of incentives through subsidies, grants, taxes
	Incorporating additional perspectives from pressure – i.e. economic perspectives from interest groups
Network	Decentralised networks, composing of multiple actors from supranational, national, regional, and local level
	Use of inclusive arenas for initial pre-crisis planning and implementation post-crisis (workshops, forums, bottom-up hackathons, collaborations between volunteers and first level responders)
	Creating shared motivation and sense of responsibility during pre-crisis training
	Calls for solidarity in following decisions. (adherence to national policies on sentiments of belonging and trust)
	Prioritising more information sources through holistic perspectives – democratisation of expertise

Ideal types	Examples
Hierarchy	Strong adherence to a prescriptive perspective of contingency plans through prescriptive legislation and instructions
	Formalised positions of authority, i.e. through cabinet members responsible for the crisis response, chief scientist
	Emergency resource allocation to task forces and committees to issue orders
	Use of penalties for punitive purposes
	Prioritising specific information sources over others – narrow perspectives from experts
Market	Procurement and contractual relations with private partners for provision of key infrastructure (i.e. ICT solutions, logistics)
	Inclusion of private partners for maintaining and providing services
	Use of incentives through subsidies, grants, taxes
	Incorporating additional perspectives from pressure – i.e. economic perspectives from interest groups
Network	Decentralised networks, composing of multiple actors from supranational, national, regional, and local level
	Use of inclusive arenas for initial pre-crisis planning and implementation post-crisis (workshops, forums, bottom-up hackathons, collaborations between volunteers and first level responders)
	Creating shared motivation and sense of responsibility during pre-crisis training
	Calls for solidarity in following decisions. (adherence to national policies on sentiments of belonging and trust)
	Prioritising more information sources through holistic perspectives – democratisation of expertise

Source(s): Authors' own work