Leading knowledge mobilization for public value: The case of the congestion charge zone (Area C) in Milan

The literature on public value creation has grown significantly in recent years. However, how such generation of public value is linked to the interaction between individual and organizational capabilities, and the role played by leadership in such interaction, is still underexplored. This analysis of the congestion charge zone (Area C) implemented by the Municipality of Milan in Italy explores this issue and highlights the role played by the knowledge orchestrator who, by assuming different leadership roles at different times, strives to create value through knowledge mobilization. Leveraging from existing resources, the knowledge orchestrator captures knowledge from the external environment and promotes collaboration among individuals and institutions, so as to generate a new reconfigured stock of knowledge. These activities nurture the capacity of public organizations to collaborate, produce innovations, and more broadly contribute to public value creation.     

Public service motivation and continuous organizational change: Taking charge behaviour at police services

Building change capabilities into public organizations is a challenge for strategic management. This study focuses on the micro‐level of extra‐role behaviours that contribute to continuous improvements in working procedures at the front‐end of organizations (i.e., taking charge behaviour; TCB). More particularly, we examine public service motivation (PSM) as a key variable mediating between perceived practices and TCB of street‐level bureaucrats. The analyses are based on survey data from a state police force in Germany (N = 1,165). Results confirm the role of PSM as full mediator, but this mediation is limited to the relationship between leadership behaviours and TCB, while perceived organizational characteristics—except for red tape—have direct positive impact on TCB.