Perceived crisis management and its effect on re-election: the case of local government in Israel under the Second Lebanon War

Amir Horkin, Ytzhak Katz and Baruch Mevorach ()

Quality & Quantity: International Journal of Methodology, 2014, vol. 48, issue 6, 2993-3011

Abstract: The performance of local authority heads in times of emergency is a topic that has apparently received very little attention in the research literature. The same is true with regards to the relationship between performance and re-election chances in crisis situations. The hybrid macro polity view makes it possible to ‘pit’ the rational school of objective performance against the bounded rationality school of perceived performance. We examine which of the two is better at explaining the replacement or re-election of the incumbent local authority head in 17 local authorities in the North of Israel, after the Second Lebanon War. In the “Beauty Queen” contest between perceived and objective performance, the perceived performance appears to be a clear winner. Copyright Springer Science+Business Media Dordrecht 2014

Keywords: Crisis management; Local government; Perceived performance; Objective performance; Re-election; Bounded rationality (search for similar items in EconPapers)
Date: 2014
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DOI: 10.1007/s11135-013-9936-z

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