Citizens' reactions to global crises: a longitudinal study during the COVID-19 pandemic in Israel.

This paper investigated citizens' reactions to global crises using the COVID-19 pandemic as a natural experiment. Theories in this field are controversial and thus knowledge on such reactions, their evolution, drivers, and consequences is limited. Building on several socio-psychological foundations such as trust building theories, the fear appeal theory, the theory of planned behavior, and the spillover theory, we explain developments in three major human responses: (1) perceptual and attitudinal responses such as trust in governance and interpersonal trust; (2) emotional responses such as fear of crises; and (3) behavioral responses such as civic engagement. Using a longitudinal design, we tracked the attitudes and behaviors of Israeli citizens over 22 months (7/2019-3/2021) and at four points in time (t1-t4). Findings are based on a time-lagged analysis of 3527 participants (n1 = 602; n2 = 750; n3 = 970; n4 = 1205), and a more focused analysis of panel data (n1-4 = 256). In accordance with our theoretical foundations and specific models, we revealed a reaction pattern of shock→recognition→adjustment→reframing. We maintain that our findings improve understanding of citizens' reactions to government policies. They provide unique empirical evidence for resilience among citizens and across social structures which testify to bouncing-back capacities from global crises in various ways. Its lessons may thus direct future studies on the relationship between citizens and governments in other global crises and emergencies. Supplementary Information: The online version contains supplementary material available at 10.1007/s43545-023-00610-0.

The publicness enigma: Can perceived publicness predict employees' formal and prosocial behavior across sectors?

The meaning of Publicness for organizations and for individuals has received growing attention in the public administration literature in recent years. We adopt a perceived publicness perspective to expand our understanding of the publicness concept and operationalize this perception as a means to predict employees' formal and prosocial behaviors across sectors. Using a recently developed Publicness Perceptions Scale (PPS), we present and empirically examine a model regarding the direct and indirect relationships among perceived publicness, employees' engagement, and their performance in public and hybrid organizations. Findings based on a field study of 340 employees from governmental (i.e. public) and non-governmental (i.e. hybrid) organizations reveal that perceived publicness has a positive relationship with Organizational Citizenship Behaviors (OCB) and that this relationship is largely mediated by employees' engagement. In addition, in non-government organizations perceived publicness is negatively related to employees' in-role performance. We thus contribute to the theoretical knowledge on publicness at the perceptual level and point to its role in formal and informal performance across sectors. Other theoretical, methodological, and practical implications are discussed, and directions for future studies are suggested.

Alternative provision of public health care: the role of citizens' satisfaction with public services and the social responsibility of government.

This paper explores the factors that influence citizens' attitudes toward the alternative provision of health care services, leading them to be willing to make extra, informal payments within the public health care system. We question whether these attitudes depend primarily on inherent normative preferences, such as beliefs about the government's responsibility to its citizens, or on certain aspects of the reality that they experience, such as satisfaction with the quality and quantity of services as well as the fairness of public systems. Analyzing the findings from a national survey, the paper shows that practical considerations and real-world conditions strongly relate to attitudes more than normative perceptions do.

How Well Do They Manage a Crisis? The Government's Effectiveness During the COVID-19 Pandemic.

The COVID-19 pandemic clearly highlighted the importance of effective crisis management and its relationship with citizens' willingness to cooperate with the government in such turbulent times. We develop a theory and hypotheses about the impact of citizens' experiences on their perceptions of the government's effectiveness during times of crisis. We do so with data collected at two points in time: in late March 2020 during the first peak of the COVID-19 crisis in Israel, and in October 2020 when Israel was exiting from a second lockdown. The findings demonstrate that during crises citizens focus on the short term and seek immediate results in terms of readiness and preparedness. During such times, the government's responsiveness and transparency, as well as the public's participation in decisions, seem even more important than their trust in the government. Implications and practical recommendations follow.