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Solo Dance or Pas de Deux? The Sector Stereotype Matters Coproduction

This study examines the influence of sector stereotypes on citizens’ willingness to engage in coproduction. We explore the relationships between different sector tags and citizens’ coproduction willingness in the domains of recycling and public safety, using a 2 × 3 experimental design. The findings indicate that citizens show significantly higher coproduction willingness under the government tag compared to the nonprofit tag in recycling but not public safety. In both recycling and public safety, the government–nonprofit nexus significantly enhances individuals’ willingness to engage in coproduction, surpassing the effects of the government or nonprofit tag alone. Furthermore, volunteer experience positively moderates the relationship between the government tag and coproduction willingness while negatively moderating the government–nonprofit nexus and coproduction willingness. Individuals with varying degrees of volunteer experience may perceive coproduction initiatives differently depending on the initiating entity, resulting in differences in willingness to coproduce, possibly due to factors such as role clarity and autonomy. These findings underscore the substantial influence of sector identity on coproduction and highlight the importance of service sector compatibility for effectively mobilizing citizens in coproduction efforts.

Adaptability of Governance Arrangements in Response to COVID-19: Effectiveness of Hierarchy Market or Collaborative?

The need for agile and adaptable health systems to cope with disasters such as the COVID-19 pandemic is well established. Developing countries’ health systems are a mix of market, hierarchy, and collaborative arrangements. Collaborative arrangements are considered superior in responding to a crisis, but a comparative assessment of the three modes in the face of a crisis needs to be improved. Further, very little is known about the adaptation of collaborative arrangements that existed before the crisis, as extant research has primarily examined arrangements that emerged in the wake of the crisis. We assess the response of three governance modes to the COVID-19 pandemic in India. A mixed-method approach has been adopted: structured interviews with the domain experts, secondary data, and Twitter analytics framework. Both hierarchy and markets demonstrated adaptability, but market arrangements were mal-adapted to exploit the situation. Contrary to expectations, hierarchy arrangements responded with agility and delivered services substantially. Preexisting collaborative arrangements had limited adaptability due to non-convergence of expectations and reduced dependence, leading partners to choose alternative venues rather than engaging in bargaining and negotiation. The findings contribute to the limited literature on the comparative assessment of modes of governance and adaptability of preexisting collaborative arrangements.