Abstract
This issue of American Behavioral Scientist deals with the various ways in which different kinds of organizations cope with the manifold challenges brought about by the COVID-19 pandemic. Together, these articles map the challenges and opportunities encountered by a variety of organizations in a major public health crisis. The first section of the issue takes up the theme of adaptive crisis response in relation to two different kinds of organizations. This section begins with a comprehensive overview of U.S. nonprofit organizations’ responses to the COVID-19 pandemic. The second article expands on the theme of communication practices in organizations using digital communication platforms which facilitate constructive forms of disagreement or “creative conflict.” Both of these articles indicate the potential positive outcomes of entrepreneurial organizational response. In the next section, we turn to organizational responses hampered by digital inequalities. The first article addresses digital inequalities and eLearning during the pandemic in the country of Pakistan. The next article also uses a digital inequalities framework to probe infrastructural inadequacies faced by the criminal justice system in terms of hindrances to external communication for incarcerated populations during the pandemic. This pair of articles underscores the importance of infrastructure as a necessary element of successful crisis response. The third section of the issue continues with case studies of carceral institutions with the first article offering insight into strategies used by incarcerated people to generate a sense of normality despite pandemic disruptions. Finally, the issue closes with an article revealing the delicate balancing act which rural U.S. law enforcement carried out when competing imperatives made it extremely difficult to manage public health and public safety simultaneously.