01932nam a22001697a 4500999001900000008004100019100004000060245010700100260005000207300003400257520117100291650011601462773004601578906002201624942000701646952010901653  c517744d517744210727b           ||||| |||| 00| 0 eng d  aLee, S., Yeo, J. and Na, C. 927988  aLearning from the past: Distributed cognition and crisis management capabilities for tackling Covid-19  aAmerican Review of Public Administration -735  a50(6-7), Aug-Oct, 2020: p.729  aThe outbreak of coronavirus disease 2019 (COVID-19) has presented an unprecedented public health crisis across the globe. Governments have developed different approaches to tackle the complex and intractable challenge, showing variations in their effectiveness and results. South Korea has achieved exceptional performance thus far: It has flattened the curve of new infections and brought the outbreak under control without imposing forceful measures such as lockdowns and travel ban. This commentary addresses the South Korean government’s response to COVID-19 and highlights distributed cognition and crisis management capabilities as critical factors. The authors discuss how the South Korean government has cultivated distributed cognition and three core capabilities—reflective-improvement, collaborative, and data-analytical capabilities—after its painful experience with 2015 Middle East respiratory syndrome-coronavirus (MERS-CoV). South Korea’s adaptive approaches and its learning path examined in this commentary provide practical implications for managing potential additional waves of COVID-19 and a future public health crisis. – Reproduced   aCOVID-19, Public health crisis, Emergency and crisis management, Distributed cognition, State capability925856  aAmerican Review of Public Administration   aCOVID 19 PANDEMIC  cAR  00102ddc40709391810aIIPAbIIPAd2021-07-27h50(6-7), Aug-Oct, 2020: p.729pAR124994r2021-07-27yAR