Joris Van Der Voet
Datos Biográficos
| ID | 4385041 |
|---|---|
| NOMBRE | Joris Van Der Voet |
| NOMBRES | Joris |
| APELLIDO | Van Der Voet |
| FIRMA | VAN DER VOET J |
| AFILIACIONES | Leiden University |
| ORCID | 0000-0002-3945-5972 |
| VERIFICADO | Sí |
| TOTAL DE OBRAS | 21 |
| TOTAL DE CITAS | 154 |
| TOTAL COMO AUTOR | 21 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 2014 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2026 |
| ÍNDICE H | 9 |
Searching near and far? Search distance and performance below historical and social aspirations
Performance management systems generate feedback intended to guide public managers toward performance improvement. A central but underexplored question is where public managers search for information to generate solutions when performance falls below aspiration levels. This study employs a three-dimensional conceptualization of information search, distinguishing a disciplinary, spatial, and temporal dimension, to examine how performance below his…
Situated Attention in Political Decision‐Making
Prioritization between societal issues is a necessary component of political decision‐making at the helm of governance. The attention‐based view explains how performance below aspirations directs political attention to a singular policy domain, but leaves unaddressed how politicians prioritize between multiple performance shortfalls across policy domains. This article provides a framework and an experimental test of situated attention that explai…
Performance information, expectations and satisfaction with public service delivery in the context of co-production initiatives
Many studies on public service satisfaction have treated citizen expectations to be exogenous, focusing mainly on how these expectations influence satisfaction. This study examines how performance information shapes predictive and normative expectations in the context of co-production initiatives in Dutch primary education, and in turn examines how updated performance information and expectations jointly determine satisfaction with public service…
Performance information and issue prioritization by political and managerial decision-makers
Issue prioritization is the first stage of attention-based theories of decision-making, but remains theoretically and empirically uncharted territory in public administration research. We propose and test how issue prioritization is informed by the characteristics of the performance information on which decision-makers rely, in particular its source (internal or external information), nature (objective or subjective information), aspiration level…
When do bureaucrats respond to external demands? A theoretical framework and empirical test of bureaucratic responsiveness
Bureaucrats must balance neutral competence with responsiveness to external demands. As external demands are simultaneous and multidimensional, this study analyzes bureaucratic responsiveness according to bureaucratic actors' prioritization decisions. Using a discrete choice experiment followed by qualitative interviews in the context of EU agencies, we investigate to what extent bureaucratic responsiveness depends upon the stakeholder that expre…
Decision‐Makers ’ Generation of Policy Solutions amidst Negative Performance
Behavioral theory proposes that decision‐makers engage in search to identify satisfactory policy solutions to organizational problems. For complex problems, required solutions cannot be identified merely through search, but must be created and designed. While behavioral theory suggests that negative performance will spur creative solution generation, threat‐rigidity theory provides a competing view that decision‐makers' creative efforts are ultim…
A behavioral view on responsibility attribution in multi‐level governance
Multi‐level governance systems provide decision‐makers with many avenues for external responsibility attribution in response to lacking performance. This study provides a behavioral perspective that examines responsibility attribution to the national government (upward) and policy implementers (downward) as a function of performance relative to decision‐makers' aspiration levels. The study proposes that perceived accountability increases the prop…
Search in Response to Negative Performance Feedback
Behavioral theory states that decision-makers engage in search in response to a performance shortfall. However, public administration research has remained remarkably inattentive of decision-makers’ attention. This study conceptually disentangles problem-defining and solution-generation as two distinct search objectives, in order to test theoretical expectations concerning individual decision-makers’ search in response to negative performance. Us…
Disentangling the perceived performance effects of publicness and bureaucratic structure
Recent studies have examined whether, all else equal, there is a general tendency among citizens to perceive public service providers as lower performing than their private counterparts. As public organizations are commonly stereotyped as “bureaucracies”, it is unknown whether the negative image of public organizations is caused by their publicness or by their structural bureaucratic characteristics. This article makes a novel contribution to thi…
Team innovation through collaboration
Post-bureaucratic, collaborative organizational arrangements possess great potential for innovation, but alignment of the dissimilar goals, values and interests of participants is required. We propose and empirically test how visionary leadership can increase innovation in multidisciplinary teams, by fostering internal team cohesion and external team boundary management. We rely on longitudinal, multi-source data concerning social welfare profess…
Policy preferences in response to negative economic prospects of Covid‐19
This study investigates how the negative economic prospects of the COVID-19 pandemic affect local government politicians' policy preferences in the Netherlands, the United Kingdom, Switzerland, and Spain. The study examines to what extent politicians prefer increasing the role of government (directive state), transferring public tasks to private sector organizations (hollow state), transferring public tasks to third sector organizations (communit…
Are Citizens More Negative About Failing Service Delivery by Public Than Private Organizations? Evidence From a Large-Scale Survey Experiment
Citizens’ perceptions of the performance of public service providers are a central concern for academics and policy-makers alike. A growing body of behavioral public administration research emphasizes the psychological biases that shape the perceptions of citizens. This article makes a novel contribution to this debate by examining the interaction between politically motivated bias and cognitive bias in citizens’ performance appraisals. It asks: …
Organizational Decline and Innovation in Public Organizations
In times of organizational decline, innovation is seen by many as crucial to uphold and improve public service delivery and “do more with less.” However, innovation in times of decline is not a given. The cutback management literature currently lacks a theoretical frame that accounts for the relationship between cutback management strategies and innovation in the face of decline. This article provides a theoretically grounded framework that formu…
Shifting Administrative Intensity and Employee Composition
Many public organizations are increasingly confronted with substantive and unpredictable reductions of financial resources. Despite growing research attention to this issue, empirical investigation of the organizational consequences of decline and turbulence has been limited. This article aims to understand the combined effects of decline and turbulence on personnel, one of the largest expenditure categories in organizations. Analyses use data fr…
Enhancing Public Innovation by Transforming Public Governance, or vice versa
Relational job characteristics and job satisfaction of public sector employees
Recent studies suggested that the relationship between prosocial motivation and job satisfaction is mediated by relational job characteristics (e.g., job impact and job content). Based on a study of Dutch child welfare professionals, we theorize and empirically assess how red tape negatively impacts the relational job characteristics and job satisfaction of public professionals. Our study shows that the relationship between red tape and job satis…
Representative bureaucracy and specialist knowledge in the European Commission
The article addresses an issue that has received little attention in the literature on representative bureaucracy, namely the relationship between representativeness and specialized expertise in public administration. While representation may strengthen the legitimacy of public bureaucracies, what implications does it have for expert knowledge in these organizations? This issue is examined by looking at the recruitment of civil servants to the Eu…
Change Management in Hard Times
Public management research has paid little attention to the implementation processes through which public organizations implement cutbacks. In this study, we examine how the implementation of cutbacks is related to employees’ organizational commitment and work engagement in the Dutch public sector, and to what extent the use of change management practices may mitigate a negative relationship between cutbacks and these factors. The analysis of 6,0…
Change Leadership and Public Sector Organizational Change
The implementation of organizational change is a considerable challenge for public organizations. Recent studies have highlighted the importance of leadership in change processes in public organizations, but limited empirical evidence exists. Moreover, the contribution of change leadership in organizational change is likely to be dependent on the particular characteristics of public organizations. This study concerns the relationship between dire…
The Management of Change in Public Organizations
This article presents a review of the recent literature on change management in public organizations and sets out to explore the extent to which this literature has responded to earlier critiques regarding the lack of (public) contextual factors. The review includes 133 articles published on this topic in the period from 2000 to 2010. The articles are analysed based on the themes of the context, content, process, outcome, and leadership of change…
The Uniqueness and Development of Research Methods in Public Administration Research
Are Citizens More Negative About Failing Service Delivery by Public Than Private Organizations? Evidence From a Large-Scale Survey Experiment
Citizens’ perceptions of the performance of public service providers are a central concern for academics and policy-makers alike. A growing body of behavioral public administration research emphasizes the psychological biases that shape the perceptions of citizens. This article makes a novel contribution to this debate by examining the interaction between politically motivated bias and cognitive bias in citizens’ performance appraisals. It asks: …
Relational job characteristics and job satisfaction of public sector employees
Recent studies suggested that the relationship between prosocial motivation and job satisfaction is mediated by relational job characteristics (e.g., job impact and job content). Based on a study of Dutch child welfare professionals, we theorize and empirically assess how red tape negatively impacts the relational job characteristics and job satisfaction of public professionals. Our study shows that the relationship between red tape and job satis…
Change Management in Hard Times
Public management research has paid little attention to the implementation processes through which public organizations implement cutbacks. In this study, we examine how the implementation of cutbacks is related to employees’ organizational commitment and work engagement in the Dutch public sector, and to what extent the use of change management practices may mitigate a negative relationship between cutbacks and these factors. The analysis of 6,0…
Search in Response to Negative Performance Feedback
Behavioral theory states that decision-makers engage in search in response to a performance shortfall. However, public administration research has remained remarkably inattentive of decision-makers’ attention. This study conceptually disentangles problem-defining and solution-generation as two distinct search objectives, in order to test theoretical expectations concerning individual decision-makers’ search in response to negative performance. Us…
Policy preferences in response to negative economic prospects of Covid‐19
This study investigates how the negative economic prospects of the COVID-19 pandemic affect local government politicians' policy preferences in the Netherlands, the United Kingdom, Switzerland, and Spain. The study examines to what extent politicians prefer increasing the role of government (directive state), transferring public tasks to private sector organizations (hollow state), transferring public tasks to third sector organizations (communit…
Decision‐Makers ’ Generation of Policy Solutions amidst Negative Performance
Behavioral theory proposes that decision‐makers engage in search to identify satisfactory policy solutions to organizational problems. For complex problems, required solutions cannot be identified merely through search, but must be created and designed. While behavioral theory suggests that negative performance will spur creative solution generation, threat‐rigidity theory provides a competing view that decision‐makers' creative efforts are ultim…
Performance information and issue prioritization by political and managerial decision-makers
Issue prioritization is the first stage of attention-based theories of decision-making, but remains theoretically and empirically uncharted territory in public administration research. We propose and test how issue prioritization is informed by the characteristics of the performance information on which decision-makers rely, in particular its source (internal or external information), nature (objective or subjective information), aspiration level…
A behavioral view on responsibility attribution in multi‐level governance
Multi‐level governance systems provide decision‐makers with many avenues for external responsibility attribution in response to lacking performance. This study provides a behavioral perspective that examines responsibility attribution to the national government (upward) and policy implementers (downward) as a function of performance relative to decision‐makers' aspiration levels. The study proposes that perceived accountability increases the prop…
Representative bureaucracy and specialist knowledge in the European Commission
The article addresses an issue that has received little attention in the literature on representative bureaucracy, namely the relationship between representativeness and specialized expertise in public administration. While representation may strengthen the legitimacy of public bureaucracies, what implications does it have for expert knowledge in these organizations? This issue is examined by looking at the recruitment of civil servants to the Eu…
Change Leadership and Public Sector Organizational Change
The implementation of organizational change is a considerable challenge for public organizations. Recent studies have highlighted the importance of leadership in change processes in public organizations, but limited empirical evidence exists. Moreover, the contribution of change leadership in organizational change is likely to be dependent on the particular characteristics of public organizations. This study concerns the relationship between dire…
Shifting Administrative Intensity and Employee Composition
Many public organizations are increasingly confronted with substantive and unpredictable reductions of financial resources. Despite growing research attention to this issue, empirical investigation of the organizational consequences of decline and turbulence has been limited. This article aims to understand the combined effects of decline and turbulence on personnel, one of the largest expenditure categories in organizations. Analyses use data fr…
The Management of Change in Public Organizations
This article presents a review of the recent literature on change management in public organizations and sets out to explore the extent to which this literature has responded to earlier critiques regarding the lack of (public) contextual factors. The review includes 133 articles published on this topic in the period from 2000 to 2010. The articles are analysed based on the themes of the context, content, process, outcome, and leadership of change…
The Uniqueness and Development of Research Methods in Public Administration Research
Change Leadership and Public Sector Organizational Change
The implementation of organizational change is a considerable challenge for public organizations. Recent studies have highlighted the importance of leadership in change processes in public organizations, but limited empirical evidence exists. Moreover, the contribution of change leadership in organizational change is likely to be dependent on the particular characteristics of public organizations. This study concerns the relationship between dire…
Change Management in Hard Times
Public management research has paid little attention to the implementation processes through which public organizations implement cutbacks. In this study, we examine how the implementation of cutbacks is related to employees’ organizational commitment and work engagement in the Dutch public sector, and to what extent the use of change management practices may mitigate a negative relationship between cutbacks and these factors. The analysis of 6,0…
Enhancing Public Innovation by Transforming Public Governance, or vice versa
Relational job characteristics and job satisfaction of public sector employees
Recent studies suggested that the relationship between prosocial motivation and job satisfaction is mediated by relational job characteristics (e.g., job impact and job content). Based on a study of Dutch child welfare professionals, we theorize and empirically assess how red tape negatively impacts the relational job characteristics and job satisfaction of public professionals. Our study shows that the relationship between red tape and job satis…
Representative bureaucracy and specialist knowledge in the European Commission
The article addresses an issue that has received little attention in the literature on representative bureaucracy, namely the relationship between representativeness and specialized expertise in public administration. While representation may strengthen the legitimacy of public bureaucracies, what implications does it have for expert knowledge in these organizations? This issue is examined by looking at the recruitment of civil servants to the Eu…
Organizational Decline and Innovation in Public Organizations
In times of organizational decline, innovation is seen by many as crucial to uphold and improve public service delivery and “do more with less.” However, innovation in times of decline is not a given. The cutback management literature currently lacks a theoretical frame that accounts for the relationship between cutback management strategies and innovation in the face of decline. This article provides a theoretically grounded framework that formu…
Shifting Administrative Intensity and Employee Composition
Many public organizations are increasingly confronted with substantive and unpredictable reductions of financial resources. Despite growing research attention to this issue, empirical investigation of the organizational consequences of decline and turbulence has been limited. This article aims to understand the combined effects of decline and turbulence on personnel, one of the largest expenditure categories in organizations. Analyses use data fr…
Disentangling the perceived performance effects of publicness and bureaucratic structure
Recent studies have examined whether, all else equal, there is a general tendency among citizens to perceive public service providers as lower performing than their private counterparts. As public organizations are commonly stereotyped as “bureaucracies”, it is unknown whether the negative image of public organizations is caused by their publicness or by their structural bureaucratic characteristics. This article makes a novel contribution to thi…
Team innovation through collaboration
Post-bureaucratic, collaborative organizational arrangements possess great potential for innovation, but alignment of the dissimilar goals, values and interests of participants is required. We propose and empirically test how visionary leadership can increase innovation in multidisciplinary teams, by fostering internal team cohesion and external team boundary management. We rely on longitudinal, multi-source data concerning social welfare profess…
Policy preferences in response to negative economic prospects of Covid‐19
This study investigates how the negative economic prospects of the COVID-19 pandemic affect local government politicians' policy preferences in the Netherlands, the United Kingdom, Switzerland, and Spain. The study examines to what extent politicians prefer increasing the role of government (directive state), transferring public tasks to private sector organizations (hollow state), transferring public tasks to third sector organizations (communit…
Are Citizens More Negative About Failing Service Delivery by Public Than Private Organizations? Evidence From a Large-Scale Survey Experiment
Citizens’ perceptions of the performance of public service providers are a central concern for academics and policy-makers alike. A growing body of behavioral public administration research emphasizes the psychological biases that shape the perceptions of citizens. This article makes a novel contribution to this debate by examining the interaction between politically motivated bias and cognitive bias in citizens’ performance appraisals. It asks: …
Decision‐Makers ’ Generation of Policy Solutions amidst Negative Performance
Behavioral theory proposes that decision‐makers engage in search to identify satisfactory policy solutions to organizational problems. For complex problems, required solutions cannot be identified merely through search, but must be created and designed. While behavioral theory suggests that negative performance will spur creative solution generation, threat‐rigidity theory provides a competing view that decision‐makers' creative efforts are ultim…
A behavioral view on responsibility attribution in multi‐level governance
Multi‐level governance systems provide decision‐makers with many avenues for external responsibility attribution in response to lacking performance. This study provides a behavioral perspective that examines responsibility attribution to the national government (upward) and policy implementers (downward) as a function of performance relative to decision‐makers' aspiration levels. The study proposes that perceived accountability increases the prop…
Search in Response to Negative Performance Feedback
Behavioral theory states that decision-makers engage in search in response to a performance shortfall. However, public administration research has remained remarkably inattentive of decision-makers’ attention. This study conceptually disentangles problem-defining and solution-generation as two distinct search objectives, in order to test theoretical expectations concerning individual decision-makers’ search in response to negative performance. Us…
When do bureaucrats respond to external demands? A theoretical framework and empirical test of bureaucratic responsiveness
Bureaucrats must balance neutral competence with responsiveness to external demands. As external demands are simultaneous and multidimensional, this study analyzes bureaucratic responsiveness according to bureaucratic actors' prioritization decisions. Using a discrete choice experiment followed by qualitative interviews in the context of EU agencies, we investigate to what extent bureaucratic responsiveness depends upon the stakeholder that expre…
Performance information, expectations and satisfaction with public service delivery in the context of co-production initiatives
Many studies on public service satisfaction have treated citizen expectations to be exogenous, focusing mainly on how these expectations influence satisfaction. This study examines how performance information shapes predictive and normative expectations in the context of co-production initiatives in Dutch primary education, and in turn examines how updated performance information and expectations jointly determine satisfaction with public service…
Performance information and issue prioritization by political and managerial decision-makers
Issue prioritization is the first stage of attention-based theories of decision-making, but remains theoretically and empirically uncharted territory in public administration research. We propose and test how issue prioritization is informed by the characteristics of the performance information on which decision-makers rely, in particular its source (internal or external information), nature (objective or subjective information), aspiration level…
Searching near and far? Search distance and performance below historical and social aspirations
Performance management systems generate feedback intended to guide public managers toward performance improvement. A central but underexplored question is where public managers search for information to generate solutions when performance falls below aspiration levels. This study employs a three-dimensional conceptualization of information search, distinguishing a disciplinary, spatial, and temporal dimension, to examine how performance below his…
Situated Attention in Political Decision‐Making
Prioritization between societal issues is a necessary component of political decision‐making at the helm of governance. The attention‐based view explains how performance below aspirations directs political attention to a singular policy domain, but leaves unaddressed how politicians prioritize between multiple performance shortfalls across policy domains. This article provides a framework and an experimental test of situated attention that explai…
Political science (17 obras) · Business (16 obras) · Public relations (14 obras) · Public Policy and Administration Research (12 obras) · Psychology (11 obras) · Economics (8 obras) · Politics (8 obras) · Computer Science (6 obras) · Social Psychology (6 obras) · Accounting and Organizational Management (5 obras)