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James C. Foster Kevin Anderson James L. Marsh Jean Bethke Elshtain David Vogel John J. Neumaier 《New Political Science》2013,35(1-2):111-135
Liberal legality and class struggle: A review essay * Political Opposition in Poland, 1954–1977 by Peter Raina, Poets’ and Painters’ Press, 146 Bridge Arch, Sutton Walk, London Sel 8XU, 1978, 584 pages. Dialectical Phenomenology: Marx's Method. By Roslyn Wallach Bologh. Boston: Routledge & Kegan Paul, 1979. Pp. xiii + 287. Fox vs Brown: Academic Freedom and the State 相似文献
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Finding a mission is important for employees to perform well in public service jobs. Research has demonstrated that leadership can facilitate mission valence among followers, but if and how leadership unfolds this effect in the presence of excessive bureaucracy (i.e., red tape) is unclear. This interaction is particularly interesting in the case of authentic leadership (i.e., a positive leadership style based on self-awareness, consistent behaviors, and transparent relations with followers), as red tape may either neutralize or enhance the association of authentic leadership with mission valence. We test these rivalry hypotheses in a sample from a two-wave survey among public employees in Germany. Results provide support for the neutralization hypothesis, as the relationship between authentic leadership and mission valence strengthens at lower levels of red tape. HR practitioners are thus challenged to reduce red tape and to make public organizations authentic places, where leaders can develop authenticity through self-awareness. 相似文献
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There is inconclusive evidence as to how performance management is actually related to performance, particularly in subfields of the public sector where professional work prevails. We propose that the association between the use of performance information and performance of public sector professionals varies with the targets of management control. We test our hypotheses in the field of academic research, a prime example of professionalism in the public sector. The overall results of an online survey with 1,976 observations suggest that performance management is positively related to publication performance when performance information is used for the control of input targets. In contrast, we find negative associations of performance information with performance when used to control output targets. Public managers in professional fields should consider these countervailing relationships when they compose and use control systems. 相似文献
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Birte Julia Gippert 《Journal of Intervention and Statebuilding》2017,11(3):321-338
ABSTRACTDespite the tendency of the power literature to analyse legitimacy and coercion in isolation, both theoretical and empirical evidence suggest that coercion and legitimacy are not parallel lines but can interact in different ways, supporting or undermining each other. A methodical exploration of the relationship between legitimacy and coercion is important not only for improving the theoretical literatures on power and legitimacy but also in the light of the increasing interest in the power of legitimacy in statebuilding and peacebuilding. This article first analyses the overall interaction between coercion and legitimacy, and then explores the question that emerges from the interaction analysis; what level of coercion is permitted or required in order for a mission’s local legitimacy to be sustained? Finally, for the practice of peacebuilding, the article shows that an operation needs to understand its initial legitimacy standing with the local population, as this determines how much coercive force it can employ without undermining its overall legitimacy. 相似文献
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A gap in research on prosocial motivation is that very little is known about its change across time, let alone, how such changes affect employee behavior. Using multiple waves of panel data, covering a period of sixteen years, this article finds that prosocial motivation is mostly stable, and there are no broader socialization effects in the private and public sector. However, when prosocial motivation increases, it leads to increases in either work or volunteering behavior, suggesting that public employees may use alternative outlets to realize their motivation if such motivational capital cannot be linked to the mission of their organizations. 相似文献
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