Transboundary crisis management practices

The SARS epidemic will be remembered for being the closest the world has been in the 21st century to a real outbreak of a deadly disease at the global level. Using a process tracing method applied to the study of crisis management from a cognitive-institutional perspective, this article draws in particular from case studies on the management of SARS in Mainland China, Hong Kong and Canada, as well as the WHO operation in China. By drawing upon theories on transboundary crises developed by crisis management scholars and analyzing the crisis through the lenses of time, functional and geographical boundaries, we aim to identify crucial points of inflictions illustrating the importance of nexuses of importance to transboundary crisis management.