Globally, questions have been asked on how police utilized additional powers created to manage the spread of the COVID-19 virus without negatively impacting police legitimacy. This was particularly a concern in countries that had hitherto recorded high incidents of police misconduct prior to the emergence of the pandemic. Using a victim-centered approach, a qualitative study was conducted to examine the dimensions of unlawful use of force, human rights violations, and other police misconduct which prevailed during the enforcement of the COVID-19 lockdown in Nigeria. In all, 82 interviews with victims of police violence were conducted, and a thematic analysis of the narratives was carried out. Findings indicate negative perceptions of police legitimacy to intervene in public health crises. In building better community relations that will engender public compliance with police directives, the police authority is advised to purge itself of its militarized system, with officers undergoing procedural justice training and imbibing its principles.

State ownership is an important phenomenon in the world economy, especially in transition economies. Previous research has focused on how state ownership influences organizational performance, but few studies have been conducted on how state ownership influences employees. I propose that different ownership structures trigger different relational models among employees who pay attention to organizational justice consistent with their model to guide their extra-role behavior. Specifically, state-owned organizations reinforce employees’ relational concern and direct employees’ attention to procedural justice, whereas privatized organizations highlight employees' instrumental concern and direct their attention to distributive justice. I leverage a sample of organizations in China to explore how different ownership structures activate different relational models among employees and alter the relationship between organizational justice and employees’ extra-role behaviors. I find that state ownership attenuates and even reverses the positive relationship between distributive justice and extra-role behaviors. Conversely, state ownership exaggerates the positive relationship between a critical procedural justice dimension (participation in decision making) and employee extra-role behaviors. Implications for the micro-foundations of corporate governance and institutional change, organizational justice literature, and cross-cultural research are developed. This study also generates new insights for transition economies such as China.