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Research on public service motivation (PSM) has made great strides in terms of study output. Given the enormous scholarly attention on PSM, it is surprising that considerable conceptual ambiguities and overlaps with related concepts such as prosocial motivation, and altruism still remain. This study addresses this issue by systematically carving out the differences and similarities between these concepts. Taking this approach, this study clarifies the conceptual space of both PSM and the other concepts. Using data from semi-structured interviews with police officers, it is illustrated that PSM and prosocial motivation are different types of motivation leading to different types of prosocial behaviour. 相似文献
233.
Oliver Schlumberger 《Democratization》2013,20(4):104-132
While many of the contemporary writings on Middle Eastern political change contend that democratization is under way in the Arab world, this article maintains that much of the recent optimism is due to a lack of terminological clarity. Neither are there any Arab democracies today, nor is there any tangible democratization in this region. Adherents of the democratization hypothesis in the Arab world invoke mainly two arguments: that of a strengthened civil society and that of economic transformation, which are supposed to trigger democratization. Both arguments are discussed with the finding that they do not provide convincing evidence to support such hypotheses. Rather, systemic transitions from non‐democracies to other non‐democratic systems are likely developments in the Arab Middle East. Comparative research should therefore focus not only on the ‘breakdown of democratic regimes’ or ‘democratic transitions’, but develop models better to grasp non‐democratic transitions. 相似文献
234.
George A. Boyne Oliver James Peter John Nicolai Petrovsky 《Public administration review》2011,71(4):572-581
A crucial test of whether “management matters” is whether changes in the team at the top of an organization make a difference. Focusing on turnover in the collective senior team rather than successions of individual chief executives, this article argues that the impact of leadership succession is contingent upon prior organizational performance. The evidence on English local government shows that changes in the top management team lead to improvements when initial performance is bad, but result in deterioration when initial performance is good. The results support the view that high‐performing organizations should attempt to retain members of their senior management team, whereas low performers should seek to replace them. 相似文献
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Base Realignment and Closure (“BRAC”) of military bases has occurred in waves over the last few decades. Many of these properties were operational through World War I, World War II, the Korean War, the Vietnam conflict, and into the modern Cold War. As part of the United States military's transfer of these properties to the local municipalities, which includes significant funds to cleanup remaining chemicals of concern, contract terms of the transfer typically require insurance policies that have the intention of mitigating the risk of additional future cleanup costs. As a result, numerous BRAC sites have established contracts with environmental consultants who have provided guaranteed fixed price contracts for cleanup of the site. To mitigate additional future cleanup costs, the environmental contractor is required to purchase a stop loss or cost cap insurance policy for their guaranteed fixed price contract to share the risk that there will be cost overruns in the cleanup of the known pollution. The redeveloper is required to purchase Premises Pollution or Environmental Liability insurance to share the risk that any newly discovered contamination will not result in additional cleanup costs for the redeveloper. This paper will discuss some of the recent lessons learned regarding (1) the terms of the initial cleanup transfer agreement, (2) efforts for project scoping/set-up, and (3) subsequent implementation dynamics of the relationships between the US Military, local municipality, redeveloper, and environmental contractor. 相似文献
237.
Sarah Rusbridge Oliver Tooze Emma Griffith Megan Wilkinson-Tough 《The journal of forensic psychiatry & psychology》2018,29(1):106-123
Index offence assessment and formulation (IOAF) helps service users (SU) in secure units to make sense of their index offence, provides detailed understanding of risk and contributes to treatment planning and discharge decisions. Clinical psychologists’ perceptions of barriers and facilitators to engaging SUs in IOAF within the men’s and women’s services of one medium secure unit were explored through focus groups. Thematic analysis identified two relevant domains: person-specific factors and the organisational context. Person-specific barriers included challenges in working with fragmented narratives, conflicting motivations to engage, SU defences and distorted perceptions of clinical psychologists’ roles. Giving clarity and choice to SUs facilitated engagement with the work. Regarding the organisational context, clinical psychologists within both services identified the importance of having adequate resources and care-team support to complete this work. Findings highlight the importance of developing an evidence-based framework for IOAF to be embedded within clear ‘risk’ care pathways through secure services. 相似文献
238.
Journal of Chinese Political Science - We conduct an online survey to explore how Chinese people living in Germany perceive and react to group criticism in the context of the debate on the Wuhan... 相似文献
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Aneta Stoj anovska-Stefanova Drasko Atanasoski Zoran Temelkov Snezana Bardarova Oliver Filiposki 《美中公共管理》2014,(8):642-649
The necessary adjustment to the political architecture in Europe is considered to happen with the Treaty of Lisbon. The treaty is an attempt to make adjustments to the decision-making process, ensuring democratic legitimacy, strengthening of the institutions, and enabling political action worldwide. With the Lisbon Treaty, a change has been made in the institutional structure of the European Union (EU). The Treaty of Lisbon brings together more than a half-century history of integration, which began with the decision for establishing the European Coal and Steel Community (ECSC) on April 18, 1951. The view on the whole, more than 50 years of integration, shows that the European unification process all the time is not out of the spirit of all issues related to the details of common goals and values, but goes in the direction of one political vision of: peace and prosperity, freedom and mobility, knowledge of democracy, populism and tolerant coexistence. The Treaty of Lisbon is in the way to improve the capabilities for action of the democracy in Europe. 相似文献