Can rational planning stimulate cooperative behaviour? How perceived self-efficacy mediates the relationship between strategic plan use, performance information use and strategic voice by local councillors
Datos Bibliográficos
| ID | 21723669 |
|---|---|
| Autores | Kenn Meyfroodt (0000-0002-0587-1732, Ghent University, autor de correspondencia), Sebastian Desmidt (0000-0002-5769-4440, Ghent University) |
| Año | 2021 |
| Volumen | 23 |
| Número | 6 |
| Páginas | 818-842 |
| Fecha de publicación | 2021-06-03 |
| Peer Reviewed | Sí |
| Open Access | No |
| Tipo | ARTICLE |
| Revista | Public Management Review (JOURNAL) |
| Identificadores de la revista | ISSN: 1471-9037 • E-ISSN: 1471-9045 |
| Editorial | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/14719037.2019.1699949 |
| OpenAlex | W2998838158 |
| Idioma | EN |
| Citas recibidas | 10 |
| Referencias citadas | 128 |
Rational planning practices are believed to improve strategy implementation monitoring on the condition that viewpoints accrued from strategic plans and performance information are shared (i.e. strategic voice). However, empirical evidence explaining if and how the use of strategic plans and performance information stimulates governing board members’ strategic voice is lacking. Therefore we hypothesize, based on information processing theory and self-efficacy theory, that the intertwined relationship between strategic plan and performance information use stimulates perceived self-efficacy which, in turn, triggers strategic voice. Results, based on data from 536 Flemish local councillors of 246 local authorities in Belgium, confirm this overarching idea
Business · Flemish · Knowledge management · Political science · Process management · Public relations · Strategic alignment · Strategic control · Strategic financial management · Strategic planning · Strategic thinking · Viewpoints · Computer Science · Job Satisfaction and Organizational Behavior · Nonprofit Sector and Volunteering · Public Policy and Administration Research · Marketing
Decision‐Makers ’ Generation of Policy Solutions amidst Negative Performance
Strategic narratives and the processes of goal achievement in municipal strategic planning
Civil servants’ inter-departmental social ties as an impetus for voicing ideas for improvement
Does governing board involvement impact strategy implementation effectiveness? The role of information sharing in the politics-administration interface
Does performance-based accountability impact how non-profit directors perceive organizational performance? Insights from rational planning
Strategic planning
Planejamento estratégico
Information use in public administration and policy decision‐making
Disentangling the impact of perceived electronic performance monitoring on employee burnout in the public sector
Unlocking politicians’ potential
Performance Management in Europe
Performance Management in the Public Sector
Whistle-Blowing in Organizations
Social Foundations of Thought and Action
Predicting voice behavior in work groups.
Managing to Stay in the Dark
Exploring Nonlinearity In Employee Voice
Motivated Information Processing in Group Judgment and Decision Making
Assessing IT Usage
Psychological Antecedents of Promotive and Prohibitive Voice
Employee Voice Behavior
Employee silence
A Critical Review and Best‐Practice Recommendations for Control Variable Usage
Reporting Analyses of Covariance Structures
Taking Stock
Predictors and outcomes of openness to changes in a reorganizing workplace.
Common Method Bias in Marketing
What You See Is What You Get? Enhancing Methodological Transparency in Management Research
Leadership Behavior and Employee Voice
On the dimensionality of organizational justice
Sources of Method Bias in Social Science Research and Recommendations on How to Control It
On the force potential of strategy texts
Self-efficacy
Employee Voice and Silence
Performance Information for Democracy
Beyond Baron and Kenny
Public management reform and organizational performance
Strategic Management Research in the Public Sector
The State of Public Strategic Management Research
Incredibly Good Performance
Strategic-Decision Quality in Public Organizations
Problems of Rational Planning in Public Organizations
Does Performance Management Lead to Better Outcomes? Evidence from the U.S. Public Transit Industry
Developing and Testing a Theoretical Framework for Computer‐Mediated Transparency of Local Governments
Behavioral Public Administration
Performance
Survey Research in Public Administration
Ways of Knowing and Inclusive Management Practices
Planning, Performance And Public Services
Strategy, Structure and Process in the Public Sector
The Psm–leadership Fit
Motivated information processing and group decision-making
Modern Factor Analysis
How (Not) to Solve the Problem
The Future of Public and Nonprofit Strategic Planning in the United States
Does Training Matter? Evidence from Performance Management Reforms
Goal-Based Learning and the Future of Performance Management
How Do Public Organizations Learn? Bridging Cultural and Structural Perspectives
Public Value Governance
Elements of Strategic Planning and Management in Municipal Government
The Strategic Use of Information Technology by Nonprofit Organizations
Marching to Different Drummers? The Performance Effects of Alignment between Political and Managerial Perceptions of Performance Management
The Future of Strategic Planning in the Public Sector
Transformational Leadership and Organizational Processes
Interpreting Performance Information
Politics and Public Infrastructure Investments in Local Governments
Policy learning and science policy innovation adoption by street-level bureaucrats
The Determinants of Conflict on Governing Boards in Public Organizations
Management Innovation and Organizational Performance
Performance Targets and Public Service Improvement
Relative Performance Information and Perceptions of Public Service Quality
A Conceptual Framework for Analysis of Goal Ambiguity in Public Organizations
Understanding Satisfaction with Schools
Performance Information, Blame Avoidance, and Politicians' Attitudes to Spending and Reform
Setting the Table
Goals, Trust, Participation, and Feedback
Romanticizing bureaucratic leadership? The politics of how elected officials attribute responsibility for performance
Prosocial Values and Performance Management Theory
The Role of Evidence in Politics
Explaining Public Service Performance
| Obras citantes distintas | 10 |
|---|---|
| Citas por año | 2,5 |
| Intervalo de citas | 2022 - 2026 (5) |
| Velocidad de citación | current |
| Altamente citado | No |
| Tipos de cita | Neutras: 9 |