According to my research on municipal digital transformation, particularly in structurally weaker and rural regions, effective public sector responsiveness during crises depends on the interplay between institutional adaptability, technological readiness, and organizational capacity (Patalon & Wyczisk, 2024). In developing countries, where structural limitations such as limited digital infrastructure, resource scarcity, and fragmented governance are prevalent, enhancing responsiveness requires strategies that address both institutional and socio-technical challenges.

From an institutional theory perspective, crises act as critical junctures or “unfreezing moments” (DiMaggio & Powell, 1983; Scott, 2014), disrupting existing routines and enabling temporary flexibility in bureaucratic structures. Effective strategies in such moments often include:

• Decentralization and Empowerment of Local Governments

Enabling municipalities to make context-specific decisions increases agility and trust during crises. Local governments, when equipped with digital tools and discretionary authority, can respond more effectively to immediate community needs (Christensen et al., 2016). This aligns with my findings that rural municipalities, though constrained, demonstrate adaptive capacity when institutional environments allow for autonomous experimentation and digital innovation.

• Integration of Digital Platforms for Real-Time Communication and Coordination

The use of mobile technologies, open data dashboards, and citizen feedback platforms allows governments to monitor crisis developments and engage in two-way communication. In developing countries, mobile-first solutions (e.g., SMS alerts, WhatsApp groups) are particularly effective for crisis coordination (UNDP, 2021). These digital infrastructures reflect the technological dimension of the Technology-Organization-Environment (TOE) framework (Tornatzky & Fleischer, 1990), where environmental pressures such as pandemics or natural disasters accelerate digital adoption.

• Cross-Sector Collaboration and Knowledge Sharing

Public responsiveness improves when municipalities partner with universities, NGOs, and private tech providers. My research highlights the potential of higher education institutions as enablers of local innovation ecosystems, facilitating the transfer of knowledge and technologies to public administrations during crises.

• Institutional Learning and Scenario Planning

Crises reveal the importance of organizational learning mechanisms. Municipalities that document and reflect on crisis responses—e.g., via after-action reviews, digital logs, or simulation tools—build dynamic capabilities that improve preparedness for future disruptions (Hinings, Gegenhuber & Greenwood, 2018).

• Legitimacy-Building Through Transparency and Symbolic Action

In fragile governance contexts, symbolic actions such as regular public briefings, inclusive consultations, or visible acts of solidarity can enhance legitimacy. These align with normative and cognitive institutional logics, helping to stabilize citizen expectations and reinforce trust during uncertainty (Suchman, 1995; Patalon & Wyczisk, 2024).

In sum, enhancing public sector responsiveness in developing countries is not merely a question of technology adoption, but of institutional alignment, multi-level coordination, and socio-technical integration. Drawing from my empirical research, municipalities can serve as laboratories of innovation when enabled by digital infrastructure, participatory practices, and institutional flexibility.

Christensen, T., Lægreid, P., & Rykkja, L. H. (2016). Organizing for Crisis Management: Building Governance Capacity and Legitimacy. Public Administration Review, 76(6), 887–897. https://doi.org/10.1111/puar.12558

DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160.

Hinings, B., Gegenhuber, T., & Greenwood, R. (2018). Digital innovation and transformation: An institutional perspective. Information and Organization, 28(1), 52–61.

Scott, W. R. (2014). Institutions and Organizations: Ideas, Interests, and Identities (4th ed.). Sage Publications.

Suchman, M. C. (1995). Managing Legitimacy: Strategic and Institutional Approaches. Academy of Management Review, 20(3), 571–610.

Tornatzky, L. G., & Fleischer, M. (1990). The Processes of Technological Innovation. Lexington Books.

UNDP. (2021). Crisis Response and Recovery: Digital Strategy Toolkit. United Nations Development Programme. https://www.undp.org/publications/crisis-response-digital-toolkit

Patalon & Wyczisk. (2024). Mapping Digital Transformation of Municipalities through the Lens of Institutional Isomorphism. International Journal on Social and Education Sciences (IJonSES), 6(1), 51–67.

Effective strategies for enhancing public sector responsiveness during crises in developing countries are a blend of institutional, technological, and collaborative approaches. These include:

• Decentralization and Empowerment: Giving local and regional governments the authority to make swift, on-the-ground decisions without waiting for centralized approval. This allows for a more agile and context-specific response to immediate community needs.
• Digital Infrastructure and Communication: Leveraging accessible technology like mobile platforms, SMS alerts, and social media to disseminate real-time information, collect public feedback, and coordinate resources. This enhances transparency and helps governments reach diverse populations quickly.
• Inter-agency Coordination and Cross-sector Partnerships: Establishing clear protocols for collaboration between public agencies and forging strong alliances with non-governmental organizations (NGOs), local communities, and the private sector. This expands the capacity and resources available for a holistic response.
• Transparency and Trust-building: Maintaining open and honest communication with the public throughout the crisis. Regular updates and a visible commitment to accountability are essential for building public trust and ensuring cooperation.
• Institutional Learning: Conducting thorough post-crisis reviews to identify successes and failures. This information should be used to update emergency plans and train staff, ensuring the system becomes more resilient and better prepared for future events.

Moath Hourani

Enhancing public sector responsiveness during crises in developing countries requires decentralized decision-making, technology integration, and community engagement. First, decentralizing authority to local governments enables faster, context-specific responses, bypassing bureaucratic delays. Second, leveraging digital tools—such as mobile reporting systems, AI-driven data analytics, and blockchain for transparent aid distribution—can improve real-time monitoring and resource allocation. Third, collaborating with grassroots organizations and community leaders ensures interventions align with local needs and build public trust. These strategies must be underpinned by pre-crisis capacity-building, including training civil servants in crisis management and maintaining flexible emergency funds.

A proactive communication strategy is equally critical. Governments should establish clear, multilingual crisis communication channels (e.g., SMS alerts, social media, and radio) to disseminate accurate information swiftly and counter misinformation. Additionally, cross-sector partnerships—with NGOs, private firms, and international agencies—can pool resources and expertise. For sustained resilience, developing countries should institutionalize these approaches through policy frameworksthat mandate regular crisis simulations, update contingency plans, and integrate feedback loops from post-crisis evaluations. By combining agility, technology, and inclusivity, public sectors can transform crises into opportunities for systemic strengthening.