Exploring strategies and decision making in local authorities in time of the pandemic

COVID-19 has spurred considerable research interest, many studies have delved into the experiences of local authorities in responding to crisis-induced changes (Kim, 2023; Agostino et al., 2021; Schuster et al., 2020), but few have adopted a managerial perspective, focusing on evolving strategies and decision-making processes. Strategies vary based on the context, and the Moroccan perspective in this regard remains relatively unexplored. This article aims to bridge this gap by shedding light on the case of the ‘F’ municipality. This exploration employs a qualitative approach through a case study method, involving semi-structured interviews with the municipality’s administrators. The findings highlight the municipality’s adept response to the crisis, embracing flexible crisis management strategies, digitalization, continuous learning, benchmarking, budgetary restructuring, and cost reassessment. Informed by these strategies, the municipality engages in decision-making. From an academic standpoint, this article makes a distinctive contribution by expanding the existing literature on managing local public services during a specific crisis, within the relatively unexplored context. On a practical note, the study’s results provide valuable insights for practitioners, offering opportunities for learning and sharing best practices. It serves as a valuable reference, particularly for municipalities that share similarities with the one investigated