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The COVID-19 crisis does not diminish environmental motivation: Evidence from two panel studies of decision making and self-reported pro-environmental behavior.

ABSTRACT: The literature shows that threats unrelated to environmental problems can shift attention away from these problems and affect pro-environmental behavior. It is not clear whether the COVID-19 crisis that started in 2019 had any uniform effect on pro-environmental behavior and decision making. In two preregistered panel studies conducted before and during the first COVID wave (n1 = 206, n2 = 164) and before and during the second COVID wave (n3 = n4 = 260), we found that the crisis had had no uniform effect on pro-environmental behaviors, environmental attitude, nor on the behavioral costs of general pro-environmental behavior. Analysis of one specific pro-environmental behavior, the choice of environmentally friendly delivery of products, revealed that the general preference for green delivery services and heightened preference for green delivery services among people with higher attitude levels remained unchanged by the COVID-19 crisis. Thus, if the COVID-19 crisis has had any effects on pro-environmental behaviors, these effects are probably fragmented, specific to certain population segments, and not visible in the short-term perspective.

SUBMITTER: Urban J

PROVIDER: S-EPMC8770255 | biostudies-literature | 2022 Apr

REPOSITORIES: biostudies-literature

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The COVID-19 crisis does not diminish environmental motivation: Evidence from two panel studies of decision making and self-reported pro-environmental behavior.

Urban Jan J Braun Kohlová Markéta M

Journal of environmental psychology 20220120

The literature shows that threats unrelated to environmental problems can shift attention away from these problems and affect pro-environmental behavior. It is not clear whether the COVID-19 crisis that started in 2019 had any uniform effect on pro-environmental behavior and decision making. In two preregistered panel studies conducted before and during the first COVID wave (n1 = 206, n2 = 164) and before and during the second COVID wave (n3 = n4 = 260), we found that ...[more]

PMID: 35075318

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Project description:BackgroundIn times of crisis, decision-making can become a highly complex process that is shaped differently than in ordinary contexts. The literature presents different decision-making models that have not yet been thoroughly tested in practice. This paper aims to enhance our understanding of the distinctive characteristics of healthcare organizations' decision-making models in crisis contexts, building upon and expanding the framework proposed by Arendt et al. (2005).MethodsBased on a qualitative research design, data were collected through semi-structured interviews with 49 CEOs of Italian healthcare organizations, including both local health authorities and independent hospitals.ResultsCEOs' decision-making processes demonstrated several commonalities: a shift from strategic issues to operational issues; a narrowed CEO focus on only a few areas of operations, and a significant concentration of the DMP in time and space. These shared elements provide insights into the nature of the centralization process adopted by CEOs in such situations. Additionally, we identified various decision-making models to manage the same crisis, with each model presenting a different level of involvement of other actors in the decision-making process, reflecting the CEO's unique vision and background.ConclusionsThis research makes a significant contribution to the growing literature on crisis management in three key ways. First, it emphasizes the importance of analyzing the decision-making process through the combined lens of different dimensions and phases. Second, it enhances the Arendt et al. (2015) model to include multiple critical dimensions of the decision-making process beyond the initial focus on decentralization, and demonstrates how, in a crisis context, the actors involved by the CEOs diverge from the original framework. Third, it offers new insights into the variables affecting the roles of the CEOs and other key actors in crisis-related decision-making, transcending the boundaries of role theory. In terms of managerial implications, reflecting on and interpreting the core of the organization's decision-making processes, can support top management teams in navigating change, providing them a more robust and rational base for guiding the transition to a post-crisis "new normal".

Dataset Information

The COVID-19 crisis does not diminish environmental motivation: Evidence from two panel studies of decision making and self-reported pro-environmental behavior.

Publications

The COVID-19 crisis does not diminish environmental motivation: Evidence from two panel studies of decision making and self-reported pro-environmental behavior.

Similar Datasets

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