The Relevance of Mission Statements: Analysing the antecedents of perceived message quality and its relationship to employee mission engagement
In: Public management review, Band 18, Heft 6, S. 894
ISSN: 1471-9037
23 Ergebnisse
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In: Public management review, Band 18, Heft 6, S. 894
ISSN: 1471-9037
In: Public management review, Band 18, Heft 6, S. 894-917
ISSN: 1471-9045
In: Local government studies, Band 50, Heft 1, S. 150-173
ISSN: 1743-9388
In: Public management review, Band 26, Heft 7, S. 1803-1826
ISSN: 1471-9045
In: Public management review, Band 26, Heft 3, S. 565-590
ISSN: 1471-9045
In: Journal of public administration research and theory, Band 31, Heft 4, S. 756-772
ISSN: 1477-9803
Abstract
Does relative performance information (PI) still impact politicians' attitudes when the potential for external blame or credit is limited? And, if not, is the active disclosure of PI about government activities with a low propensity for media attention an effective strategy for increasing the effect of PI? Despite the tendency to progressively disclose PI, empirical evidence on the effectiveness of publicly disclosing PI is almost non-existent. Hence, a survey embedded experiment was developed, building on self-determination theory and blame-avoidance theory, to assess how the provision of PI with a low propensity to attract media attention affects politicians' attitudes towards resource allocation and whether this effect is altered by the public disclosure of PI. Data from 795 Belgian (Flemish) local councilors indicates that PI with a low propensity for media attention does impact politicians' attitudes towards effort allocation but that public disclosure of PI mitigates the effect size in the case of negative-valence PI. Thus, the results draw attention to the unintended—and potentially dysfunctional—effects of the disclosure of PI.
In: Public management review, Band 23, Heft 6, S. 818-842
ISSN: 1471-9045
In: Public management review, Band 23, Heft 3, S. 447-474
ISSN: 1471-9045
In: International public management journal, Band 22, Heft 4, S. 664-690
ISSN: 1559-3169
In: Public money & management: integrating theory and practice in public management, Band 38, Heft 4, S. 255-256
ISSN: 1467-9302
In: Administration & society, Band 50, Heft 1, S. 131-156
ISSN: 1552-3039
This study draws on information processing theory to investigate predictors of strategic-decision quality in public organizations. Information processing theory argues that (a) rational planning practices contribute to strategic-decision quality by injecting information into decision making and (b) decision makers contribute to strategic-decision quality by exchanging information during decision making. These assumptions are tested upon 55 Flemish pupil guidance centers. Rational planning practices are operationalized as strategic planning, performance measurement, and performance management. Information exchange by decision makers during decision making is operationalized as procedural justice of the decision-making process. Results suggest that procedural justice, strategic planning, and performance management contribute to strategic-decision quality while performance measurement does not.
In: Public administration review: PAR, Band 79, Heft 5, S. 749-759
ISSN: 1540-6210
AbstractAlthough strategic consensus is a core concept in strategic management research, empirical evidence is lacking on (1) the degree of strategic consensus in public organizations, (2) how strategic consensus is impacted by group characteristics specific to public strategic decision‐making groups, and (3) how strategic plans impact these relationships. An analysis of multisource data from 1,075 governing majority members nested in 256 Flemish municipalities (Belgium) indicates that within‐group strategic consensus varies among governing majorities and is negatively impacted by political diversity and political power, but these relationships are mediated by perceived strategic plan quality. The results indicate that the idiosyncrasies of public decision‐making groups can impede high levels of strategic consensus, but strategic plans can attenuate this effect by fulfilling a boundary‐spanning role.
In: Public management review, Band 21, Heft 7, S. 945-967
ISSN: 1471-9045
In: Public money & management: integrating theory and practice in public management, Band 36, Heft 5, S. 317-324
ISSN: 1467-9302
In: Public money & management: integrating theory and practice in public management, Band 36, Heft 5, S. 317-324
ISSN: 0954-0962