As the key to digital transformation, artificial intelligence is believed to help achieve the goal of government as a platform and the agile development of digital services. Yet we know little about its potential role in local governance, especially the advances that AI-supported services for the public sector in local governance have ventured and the public value they have created. Combining the digital transformation concepts and public value theory, we fill the gap by examining artificial intelligence (AI) deployment in the public sector of a pilot city of digital transformation in China. Using a mixed-method approach, we show how AI configurations facilitate public value creation in the digital era and identify four dimensions of AI deployment in the public sector: data integration, policy innovation, smart application, and collaboration. Our case analysis on these four dimensions demonstrates two roles that AI technology plays in local governance—“AI cage” and “AI colleague.” The former builds the technology infrastructure and platform in each stage of service delivery, regulating the behaviors of frontline workers, while the latter helps frontline workers make decisions, thus improving the agility of public service provision.

Prior research has overlooked the dynamics between government responsiveness and citizen satisfaction. This article addresses this gap by examining (1) how styles of government responses affect citizen satisfaction differently and (2) how external events moderate the effects of government responsiveness on citizens. Drawing upon 79,360 environmental demands sent to local leaders in China and 100,905 Chinese citizens' environmental assessments collected from 2013 to 18, this study finds that actional and explanatory responses positively influence citizen satisfaction, while referral responses negatively affect citizen satisfaction. Moreover, these relationships are subject to the moderating effects of exogenous pressures. Top‐down pressure from the central government's environmental inspections and bottom‐up pressure from the environmental documentary Under the Dome represent two types of exogeneities during the study period. The findings corroborate a dynamic government‐citizen relationship that is shaped by government responding actions and sociopolitical changes.

The rapid rise of philanthropy in China has motivated extensive research on why people make charitable donations as a personal decision, but few studies have explored the social dimension of these decisions. We propose that the legacy of government welfare provision and the culture of trust have led Chinese citizens to form different expectations for others in philanthropic situations. Our survey results point to some interesting asymmetries: Generalized trust and institutional trust toward local governments inflate people’s expectation for philanthropic contributions from others, whereas particularized trust and trust toward the central government reduce it. Also, Chinese citizens expect government employees to make larger contributions, but they don’t expect charities with government backing to receive correspondingly larger donations. We conclude with some observations on how the unique pattern of social expectation may shape the future of Chinese philanthropy.