Chris Silvia
Datos Biográficos
| ID | 2270373 |
|---|---|
| NOMBRE | Chris Silvia |
| NOMBRES | Chris |
| APELLIDO | Silvia |
| FIRMA | SILVIA C |
| AFILIACIONES | Brigham Young University |
| VERIFICADO | No |
| TOTAL DE OBRAS | 6 |
| TOTAL DE CITAS | 120 |
| TOTAL COMO AUTOR | 6 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 2010 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2023 |
| ÍNDICE H | 4 |
Support for the environment post-transition? Material concerns and policy tradeoffs
Though many individuals are aware of the need to address environmental concerns, fewer are willing to pay for climate action or think the environment should be a priority for government spending. One compelling reason is that they prioritize using scarce resources to address immediate material concerns. This is particularly likely for individuals facing absolute material scarcity or for those who think they are relatively economically worse off, …
The Enduring Role of Sector
What role does sector play in citizens’ perceptions of products or services in mixed-market settings where governments compete with for-profit and nonprofit vendors or when governments partner or contract with private-sector providers? Do the public and nonprofit sectors have an advantage over for-profit providers? Using choice-based conjoint analysis with a nationally representative paid consumer panel, we examine the relevance of sector to cons…
Picking the Team
Among a collaborative leader’s most important duties is selecting a collaborative partner. Numerous perspectives, including resource dependency theory, institutional theory, transaction cost theory, and personality typologies, have been used to help explain this decision. Clearly, a collaborative leader would desire to work with an individual who has access to needed resources, has a personality that fits the network, and is familiar. However, su…
Evaluating Collaboration
Collaboration has become the predominant approach to solving complex public problems. This choice, however, often is not driven by demonstrated effectiveness. Collaboration is instead chosen in the hope that a networked arrangement will be more effective than individual organizations working on the issue alone. Questions regarding collaborative effectiveness persist and constitute a significant challenge facing both public management practitioner…
Fostering Affective Organizational Commitment in Public Sector Agencies
This study examines whether the various leadership roles undertaken by public sector managers have an important association with subordinates' levels of affective commitment to the organization. Our empirical findings suggest that not all leadership practices matter. It appears that only relations‐oriented and change‐oriented leadership, and to a far lesser extent integrity‐oriented leadership, have a substantive association with affective organi…
The Effect of Problem Severity, Managerial and Organizational Capacity, and Agency Structure on Intergovernmental Collaboration
Like most public managers nowadays, local emergency managers operate within complex, uncertain environments. Rapid changes in the scope and severity of the issues increase the extent of intergovernmental collaboration necessary to address such challenges. Using a large data set of county emergency management agency directors, variations in intergovernmental collaboration reflect influences from problem severity, managerial capacity, and structura…
The Effect of Problem Severity, Managerial and Organizational Capacity, and Agency Structure on Intergovernmental Collaboration
Like most public managers nowadays, local emergency managers operate within complex, uncertain environments. Rapid changes in the scope and severity of the issues increase the extent of intergovernmental collaboration necessary to address such challenges. Using a large data set of county emergency management agency directors, variations in intergovernmental collaboration reflect influences from problem severity, managerial capacity, and structura…
Picking the Team
Among a collaborative leader’s most important duties is selecting a collaborative partner. Numerous perspectives, including resource dependency theory, institutional theory, transaction cost theory, and personality typologies, have been used to help explain this decision. Clearly, a collaborative leader would desire to work with an individual who has access to needed resources, has a personality that fits the network, and is familiar. However, su…
Fostering Affective Organizational Commitment in Public Sector Agencies
This study examines whether the various leadership roles undertaken by public sector managers have an important association with subordinates' levels of affective commitment to the organization. Our empirical findings suggest that not all leadership practices matter. It appears that only relations‐oriented and change‐oriented leadership, and to a far lesser extent integrity‐oriented leadership, have a substantive association with affective organi…
The Enduring Role of Sector
What role does sector play in citizens’ perceptions of products or services in mixed-market settings where governments compete with for-profit and nonprofit vendors or when governments partner or contract with private-sector providers? Do the public and nonprofit sectors have an advantage over for-profit providers? Using choice-based conjoint analysis with a nationally representative paid consumer panel, we examine the relevance of sector to cons…
Support for the environment post-transition? Material concerns and policy tradeoffs
Though many individuals are aware of the need to address environmental concerns, fewer are willing to pay for climate action or think the environment should be a priority for government spending. One compelling reason is that they prioritize using scarce resources to address immediate material concerns. This is particularly likely for individuals facing absolute material scarcity or for those who think they are relatively economically worse off, …
The Effect of Problem Severity, Managerial and Organizational Capacity, and Agency Structure on Intergovernmental Collaboration
Like most public managers nowadays, local emergency managers operate within complex, uncertain environments. Rapid changes in the scope and severity of the issues increase the extent of intergovernmental collaboration necessary to address such challenges. Using a large data set of county emergency management agency directors, variations in intergovernmental collaboration reflect influences from problem severity, managerial capacity, and structura…
Fostering Affective Organizational Commitment in Public Sector Agencies
This study examines whether the various leadership roles undertaken by public sector managers have an important association with subordinates' levels of affective commitment to the organization. Our empirical findings suggest that not all leadership practices matter. It appears that only relations‐oriented and change‐oriented leadership, and to a far lesser extent integrity‐oriented leadership, have a substantive association with affective organi…
Evaluating Collaboration
Collaboration has become the predominant approach to solving complex public problems. This choice, however, often is not driven by demonstrated effectiveness. Collaboration is instead chosen in the hope that a networked arrangement will be more effective than individual organizations working on the issue alone. Questions regarding collaborative effectiveness persist and constitute a significant challenge facing both public management practitioner…
Picking the Team
Among a collaborative leader’s most important duties is selecting a collaborative partner. Numerous perspectives, including resource dependency theory, institutional theory, transaction cost theory, and personality typologies, have been used to help explain this decision. Clearly, a collaborative leader would desire to work with an individual who has access to needed resources, has a personality that fits the network, and is familiar. However, su…
The Enduring Role of Sector
What role does sector play in citizens’ perceptions of products or services in mixed-market settings where governments compete with for-profit and nonprofit vendors or when governments partner or contract with private-sector providers? Do the public and nonprofit sectors have an advantage over for-profit providers? Using choice-based conjoint analysis with a nationally representative paid consumer panel, we examine the relevance of sector to cons…
Support for the environment post-transition? Material concerns and policy tradeoffs
Though many individuals are aware of the need to address environmental concerns, fewer are willing to pay for climate action or think the environment should be a priority for government spending. One compelling reason is that they prioritize using scarce resources to address immediate material concerns. This is particularly likely for individuals facing absolute material scarcity or for those who think they are relatively economically worse off, …
Business (5 obras) · Economics (4 obras) · Computer Science (3 obras) · Political science (3 obras) · Public Policy and Administration Research (3 obras) · Public relations (3 obras) · Economic growth (2 obras) · Engineering (2 obras) · Evaluation and Performance Assessment (2 obras) · Knowledge management (2 obras)