Organizational Resilience and Crisis Management in Public Administration: Insights from Morocco’s Response to COVID-19, the Al-Haouz Earthquake and Floods under a New Public Governance Framework

Abstract

This study explores the mechanisms of organizational resilience in public administration through the lens of three critical managerial dimensions: time, information and human resources. Anchored in the theoretical framework of New Public Governance (NPG), it investigates how these dimensions shaped the responses of Moroccan public organizations during three major crises: the COVID-19 pandemic, the Al-Haouz earthquake and nationwide floods.

Using a mixed-methods approach, the research combines insights from semi-structured interviews with senior public-sector officials and a quantitative analysis based on secondary crisis data. Findings from the qualitative phase reveal how the capacity to manage temporal dynamics, mobilize and protect human capital and navigate information flows were central to adaptive performance.

The study introduces a conceptual model — the “Resilience Triad” — illustrating how these three variables interact systemically to foster or hinder organizational resilience. Comparative analysis across crises demonstrates distinct patterns of success and failure depending on the alignment of time sensitivity, staff engagement and data reliability. This article contributes to both public management theory and crisis governance literature by emphasizing the interdependence of soft managerial capacities in turbulent environments. It also offers practical guidance to policymakers seeking to strengthen crisis preparedness and response mechanisms through human-centered and data-driven approaches.

Limitations and directions for future research are discussed, particularly the need for longitudinal and cross- country comparative studies.

JEL Code : C83, D73, D83, H12, H83

Paper type : Empirical Research