Jan Wynen
Biographic Data
| ID | 4128897 |
|---|---|
| NAME | Jan Wynen |
| GIVEN NAMES | Jan |
| FAMILY NAME | Wynen |
| SIGNATURE | WYNEN J |
| AFFILIATIONS | University of Antwerp |
| ORCID | 0000-0003-1456-968X |
| VERIFIED | Yes |
| TOTAL WORKS | 27 |
| TOTAL CITATIONS | 100 |
| AUTHOR COUNT | 27 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2013 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 6 |
Information-sharing in a turbulent Public sector: Is more always better? Exploring information overload among civil servants during complex workplace changes
In today’s turbulent public sector landscape, workplace changes have become the norm, often introducing uncertainty and a feeling of diminished control among civil servants. Information plays a pivotal role in helping employees navigate these changes successfully. However, as changes become more intricate, the information that civil servants encounter grows increasingly complex. Paradoxically, the well-intentioned influx of information can cause …
Psychological Contract Fulfillment in a Changing Public Sector: A Mixed-Methods Case-Study
While the public sector has experienced a notable surge in rapid organizational change, scholarly attention to the impact of intense organizational change on psychological contracts of employees has been limited. This mixed-method study explores how change intensity affects psychological contract fulfilment among civil servants, while also highlighting the role of change management. Using survey data from a large Belgian public organization and f…
Enhancing organizational commitment through dynamic capabilities: Evidence from municipal mergers
Municipal amalgamations are a common reform tool aimed at improving efficiency, service delivery, and strategic capacity in local governments. However, research increasingly points to the unintended consequences of these reforms, particularly for organizational resilience and employee engagement. This paper investigates how dynamic capabilities, specifically connective, learning, and innovating capabilities, enable merged municipalities to manage…
Does organizational change trigger civil servant proactivity? The impact of past changes experienced
Civil servants are increasingly expected to behave proactively at work, being confronted with workplace changes that require increased autonomy and responsibility. However, proactivity is a resource-intense behaviour that may become increasingly difficult in a demanding work context characterized by frequent change. We examine the impact of organizational change on civil servant proactivity, taking into account civil servants’ past change experie…
How trust matters for the performance and legitimacy of regulatory regimes: The differential impact of watchful trust and good‐faith trust
Trust is expected to play a vital role in regulatory regimes. However, how trust affects the performance and legitimacy of these regimes is poorly understood. Our study examines how the interplay of trust and distrust relationships among and toward political, administrative, and regulatory actors shapes perceptions of performance and legitimacy. Drawing on cross‐country survey data measuring trust and distrust among various actors within regulato…
A reputational perspective on structural reforms: How media reputations are related to the structural reform likelihood of public agencies
Despite recurrent observations that media reputations of agencies matter to understand their reform experiences, no studies have theorized and tested the role of sentiment. This study uses novel and advanced BERT language models to detect attributions of responsibility for positive/negative outcomes in media coverage towards 14 Flemish (Belgian) agencies between 2000 and 2015 through supervised machine learning, and connects these data to the Bel…
CEO Turnover and Openness of Decision-making Processes in the Post-succession Phase: Exploring a Threat-rigidity Perspective
This study examines how top leader turnover in the public sector affects organizational strategic decision-making processes in the post-succession phase. Survey responses of managers were combined with a novel database on CEO turnover in the U.S. Federal Government. Drawing on threat-rigidity theory, we hypothesize that as CEO turnover is perceived as a threatening event for both managers and CEOs themselves, organizations as a whole respond by b…
Bringing together unlikely innovators: Do connective and learning capacities impact collaboration for innovation and diversity of actors
Recent scholarly wisdom suggests that public sector organizations (PSOs) should not always innovate alone. Collaboration with diverse actors is often proposed so that more and better innovations can be developed. However, it remains unclear what capacities PSOs need in order to participate in collaborative arrangements for innovation and to collaborate with diverse innovation partners. Using survey data from Belgian federal and Flemish public man…
Agencies on the parliamentary radar: Exploring the relations between media attention and parliamentary attention for public agencies using machine learning methods
The news media frame political debate about public agencies, and enable legislators with incomplete information to monitor and act upon agency (mal)performance. While studies show that the news media matters for parliamentary attention, the contingent nature of this relation has been understudied. Building on agenda‐setting theory, this study theorizes that the effect of newspaper coverage is contingent on the sentiment of coverage, the majority …
Do reputational threats influence the rigidity of US agencies? A dynamic panel data approach
What happens to organizational rigidity when public organizations faced reputational threats over time? Do they take external criticism as incentives to become less rigid and more innovative and flexible through employee involvement and empowerment? Or do reputational threats paradoxically contribute to the very rigidity that is often stereotyped as inherent parts of government? Building on threat‐rigidity theory, we test the temporal relation be…
When are organizational reforms perceived positively? An examination of the role of employees’ hierarchical level
The aim of this study is to theorize and test the implicit assumption in the literature that reform perceptions vary according to employees’ position in the organizational hierarchy. Our theoretical argument centres on the expectation that employees appreciate reforms differently depending on their position in the organization. Our large-scale analyses confirm that employees from upper organizational levels are more appreciative of reforms in gen…
Taking a Covid-19 Vaccine or Not? Do Trust in Government and Trust in Experts Help Us to Understand Vaccination Intention
Governments worldwide are relying on the COVID-19 vaccines as the solution for ending the coronavirus pandemic and the resulting crisis. Although scientific progress in the development of a vaccine has been astonishing, policymakers are facing an extra hurdle as increasingly more people appear to be hesitant in their intention to take such a vaccine. Based on a large Corona survey in Belgium, this study aims to explain the vaccination intention b…
The interaction of administrative tradition and organisational characteristics: The case of agency personnel management autonomy
Comparative scholars emphasise that public administration should be understood in terms of context-bound patterns of organising and decision-making. Agencies in the same context will display more commonalities than those in another. At the same time, there is good empirical evidence for organisational-level variation in decision-making. For instance, not all agencies in one country are delegated similar levels of personnel management autonomy. Th…
Internal and external exploration for public service innovation–Measuring the impact of a climate for creativity and collaborative diversity on innovation
Public service innovation involves a process of creative exploration of new ideas, knowledge and perspectives. The article poses that creative exploration emerges from the combination of a climate for creativity that is active inside the organization, and collaborations with diverse actors that are present outside the organization. We test the effect of these conditions on innovation using data from the Australian Public Service. Our findings dem…
What happens when the going gets tough? Linking change scepticism, organizational identification, and turnover intentions
In times of increasingly turbulent public sector change and frequent career shifts, the relationship between attitudes towards workplace change, organizational identification and turnover intent are highly relevant, but poorly understood. Using data from the Australian Public Service’s (APS) employee survey, this article examines the psychological mechanisms that lead employees to consider leaving their own organization, and the APS as a whole. T…
Fear of missing out? Linking workplace changes and presenteeism
Why do employees continue to work during illness? So‐called presenteeism behaviour is a topic of great managerial and societal importance as it is connected to a series of negative individual and organisational outcomes. A growing body of research points to the importance of workplace factors in shaping employee stress and uncertainty and, ultimately, presenteeism behaviour. Curiously though, the impact of workplace changes on presenteeism behavi…
A stakeholder perspective on public sector innovation: Linking the target groups of innovations to the inclusion of stakeholder ideas
Public sector innovation scholarship has not yet systematically explored how the target context (or output phase) of innovations impacts the early phases of innovation processes. This study theorizes and tests whether innovating organizations are more sensitive to ideas from particular stakeholder groups depending on the target group of said innovation. Using a large-scale dataset from the Australian Public Service, the results show that innovati…
Keeping a watchful eye in times of turmoil? How repeated structural reform leads to more attention to political signals
An important rationale for the creation of semi‐autonomous agencies is to create some distance between politics and administration. As such, agencies are expected to shield policy implementation from the daily concerns of political life. However, political actors and politically controlled ministries still influence agencies in various intended and unintended ways. This article focuses on intensive long‐term series of structural reforms and how t…
What determines the audiences that public service organisations target for reputation management
Why do public sector organisations target different stakeholder audiences in their reputation management? Despite the recognition that reputation management is an audience-based exercise, the field lacks studies that systematically analyse which audiences matter for reputation management by different public service organisations. This article examines reputation management by public service organisation in a multi-audience framework. The relevanc…
Are public organizations suffering from repetitive change injury? A panel study of the damaging effect of intense reform sequences
In the last decade, reforms in the public sector have been implemented at an ever‐increasing pace. Hereby, organizations are repetitively subject to mergers, splits, absorptions, or secessions of units; the adoption of new tasks; changes in legal status; and other structural reforms. Although evidence is largely missing in the literature, there is a growing belief that such intense reform sequences may be damaging to organizations. This article a…
Challenges for Large-Scale International Comparative Survey-Based Research in Public Administration
Within the field of public administration, the experience with large-scale international comparative survey-based research is expanding. However, while such research might render extremely interesting data for comparison and analysis, such resource and time-intensive research bring also challenges, in terms of methodological risks, data quality issues, and governance. This chapter uses the experience of the COBRA survey, the COCOPS survey, and th…
Structural reform histories and perceptions of organizational autonomy: Do senior managers perceive less strategic policy autonomy when faced with frequent and intense restructuring
Through recurrent structural reform programmes governments are on a quest to design public organizations that will stand the test of their environment. One of the approaches to uncertain or sensitive issues has been to create various forms of (semi‐)autonomous organizations with substantial strategic discretion. However, while governments repeatedly experiment with designs, one might simultaneously expect that such interference through repeated s…
On the Bureaucracy of Bureaucracies: Analysing the Size and Organization of Overhead in Public Organizations
Governments across the globe try to rebalance their budgets by rationalizing overhead operations. When overhead‐reducing policies are adopted, it is important to understand why some central government organizations have a higher overhead than others, and why organizational models to produce overhead efficiencies are used to different degrees. This study focuses on the Flemish context to analyse differences between central government organizations…
Sexual Harassment: The Nexus Between Gender and Workplace Authority: Evidence from the Australian Public Service
Sexual harassment in the workplace is commonly portrayed as the male supervisor harassing female subordinates. Within this popular characterization, the unequal distribution of formal, organizational power is believed to be a necessary precondition for sexual harassment. The traditional cultural image of harassers and targets has however not kept pace with changing workplace realities. Research has indeed found that female supervisors may in fact…
Innovation-Oriented Culture in the Public Sector: Do managerial autonomy and result control lead to innovation?
This article examines the effect of specific new public management (NPM)-related characteristics to explain innovation-oriented culture within public sector organizations. According to NPM doctrines, an enhanced managerial autonomy combined with result control will stimulate a more innovation-oriented culture in such organizations. Using multi-country survey data of over 200 public sector agencies, we test for the influence of organizational auto…
Are public organizations suffering from repetitive change injury? A panel study of the damaging effect of intense reform sequences
In the last decade, reforms in the public sector have been implemented at an ever‐increasing pace. Hereby, organizations are repetitively subject to mergers, splits, absorptions, or secessions of units; the adoption of new tasks; changes in legal status; and other structural reforms. Although evidence is largely missing in the literature, there is a growing belief that such intense reform sequences may be damaging to organizations. This article a…
What determines the audiences that public service organisations target for reputation management
Why do public sector organisations target different stakeholder audiences in their reputation management? Despite the recognition that reputation management is an audience-based exercise, the field lacks studies that systematically analyse which audiences matter for reputation management by different public service organisations. This article examines reputation management by public service organisation in a multi-audience framework. The relevanc…
How trust matters for the performance and legitimacy of regulatory regimes: The differential impact of watchful trust and good‐faith trust
Trust is expected to play a vital role in regulatory regimes. However, how trust affects the performance and legitimacy of these regimes is poorly understood. Our study examines how the interplay of trust and distrust relationships among and toward political, administrative, and regulatory actors shapes perceptions of performance and legitimacy. Drawing on cross‐country survey data measuring trust and distrust among various actors within regulato…
Structural reform histories and perceptions of organizational autonomy: Do senior managers perceive less strategic policy autonomy when faced with frequent and intense restructuring
Through recurrent structural reform programmes governments are on a quest to design public organizations that will stand the test of their environment. One of the approaches to uncertain or sensitive issues has been to create various forms of (semi‐)autonomous organizations with substantial strategic discretion. However, while governments repeatedly experiment with designs, one might simultaneously expect that such interference through repeated s…
On the Bureaucracy of Bureaucracies: Analysing the Size and Organization of Overhead in Public Organizations
Governments across the globe try to rebalance their budgets by rationalizing overhead operations. When overhead‐reducing policies are adopted, it is important to understand why some central government organizations have a higher overhead than others, and why organizational models to produce overhead efficiencies are used to different degrees. This study focuses on the Flemish context to analyse differences between central government organizations…
Keeping a watchful eye in times of turmoil? How repeated structural reform leads to more attention to political signals
An important rationale for the creation of semi‐autonomous agencies is to create some distance between politics and administration. As such, agencies are expected to shield policy implementation from the daily concerns of political life. However, political actors and politically controlled ministries still influence agencies in various intended and unintended ways. This article focuses on intensive long‐term series of structural reforms and how t…
Taking a Covid-19 Vaccine or Not? Do Trust in Government and Trust in Experts Help Us to Understand Vaccination Intention
Governments worldwide are relying on the COVID-19 vaccines as the solution for ending the coronavirus pandemic and the resulting crisis. Although scientific progress in the development of a vaccine has been astonishing, policymakers are facing an extra hurdle as increasingly more people appear to be hesitant in their intention to take such a vaccine. Based on a large Corona survey in Belgium, this study aims to explain the vaccination intention b…
Explaining travel distance during same-day visits
Sexual Harassment: The Nexus Between Gender and Workplace Authority: Evidence from the Australian Public Service
Sexual harassment in the workplace is commonly portrayed as the male supervisor harassing female subordinates. Within this popular characterization, the unequal distribution of formal, organizational power is believed to be a necessary precondition for sexual harassment. The traditional cultural image of harassers and targets has however not kept pace with changing workplace realities. Research has indeed found that female supervisors may in fact…
A reputational perspective on structural reforms: How media reputations are related to the structural reform likelihood of public agencies
Despite recurrent observations that media reputations of agencies matter to understand their reform experiences, no studies have theorized and tested the role of sentiment. This study uses novel and advanced BERT language models to detect attributions of responsibility for positive/negative outcomes in media coverage towards 14 Flemish (Belgian) agencies between 2000 and 2015 through supervised machine learning, and connects these data to the Bel…
Agencies on the parliamentary radar: Exploring the relations between media attention and parliamentary attention for public agencies using machine learning methods
The news media frame political debate about public agencies, and enable legislators with incomplete information to monitor and act upon agency (mal)performance. While studies show that the news media matters for parliamentary attention, the contingent nature of this relation has been understudied. Building on agenda‐setting theory, this study theorizes that the effect of newspaper coverage is contingent on the sentiment of coverage, the majority …
Internal and external exploration for public service innovation–Measuring the impact of a climate for creativity and collaborative diversity on innovation
Public service innovation involves a process of creative exploration of new ideas, knowledge and perspectives. The article poses that creative exploration emerges from the combination of a climate for creativity that is active inside the organization, and collaborations with diverse actors that are present outside the organization. We test the effect of these conditions on innovation using data from the Australian Public Service. Our findings dem…
Explaining travel distance during same-day visits
Interorganizational Mobility within the U.S. Federal Government: Examining the Effect of Individual and Organizational Factors
Interorganizational mobility can make a positive contribution both organizationally and government‐wide. Using data from the U.S. Federal Employee Viewpoint Survey, this article seeks to provide a better empirical understanding of the determinants of interorganizational mobility within the U.S. federal government. A specific analytical framework is used, as the intention to take another job within the federal government is nested in the intention…
Innovation-Oriented Culture in the Public Sector: Do managerial autonomy and result control lead to innovation?
This article examines the effect of specific new public management (NPM)-related characteristics to explain innovation-oriented culture within public sector organizations. According to NPM doctrines, an enhanced managerial autonomy combined with result control will stimulate a more innovation-oriented culture in such organizations. Using multi-country survey data of over 200 public sector agencies, we test for the influence of organizational auto…
Sexual Harassment: The Nexus Between Gender and Workplace Authority: Evidence from the Australian Public Service
Sexual harassment in the workplace is commonly portrayed as the male supervisor harassing female subordinates. Within this popular characterization, the unequal distribution of formal, organizational power is believed to be a necessary precondition for sexual harassment. The traditional cultural image of harassers and targets has however not kept pace with changing workplace realities. Research has indeed found that female supervisors may in fact…
On the Bureaucracy of Bureaucracies: Analysing the Size and Organization of Overhead in Public Organizations
Governments across the globe try to rebalance their budgets by rationalizing overhead operations. When overhead‐reducing policies are adopted, it is important to understand why some central government organizations have a higher overhead than others, and why organizational models to produce overhead efficiencies are used to different degrees. This study focuses on the Flemish context to analyse differences between central government organizations…
Challenges for Large-Scale International Comparative Survey-Based Research in Public Administration
Within the field of public administration, the experience with large-scale international comparative survey-based research is expanding. However, while such research might render extremely interesting data for comparison and analysis, such resource and time-intensive research bring also challenges, in terms of methodological risks, data quality issues, and governance. This chapter uses the experience of the COBRA survey, the COCOPS survey, and th…
Structural reform histories and perceptions of organizational autonomy: Do senior managers perceive less strategic policy autonomy when faced with frequent and intense restructuring
Through recurrent structural reform programmes governments are on a quest to design public organizations that will stand the test of their environment. One of the approaches to uncertain or sensitive issues has been to create various forms of (semi‐)autonomous organizations with substantial strategic discretion. However, while governments repeatedly experiment with designs, one might simultaneously expect that such interference through repeated s…
Are public organizations suffering from repetitive change injury? A panel study of the damaging effect of intense reform sequences
In the last decade, reforms in the public sector have been implemented at an ever‐increasing pace. Hereby, organizations are repetitively subject to mergers, splits, absorptions, or secessions of units; the adoption of new tasks; changes in legal status; and other structural reforms. Although evidence is largely missing in the literature, there is a growing belief that such intense reform sequences may be damaging to organizations. This article a…
Keeping a watchful eye in times of turmoil? How repeated structural reform leads to more attention to political signals
An important rationale for the creation of semi‐autonomous agencies is to create some distance between politics and administration. As such, agencies are expected to shield policy implementation from the daily concerns of political life. However, political actors and politically controlled ministries still influence agencies in various intended and unintended ways. This article focuses on intensive long‐term series of structural reforms and how t…
What determines the audiences that public service organisations target for reputation management
Why do public sector organisations target different stakeholder audiences in their reputation management? Despite the recognition that reputation management is an audience-based exercise, the field lacks studies that systematically analyse which audiences matter for reputation management by different public service organisations. This article examines reputation management by public service organisation in a multi-audience framework. The relevanc…
What happens when the going gets tough? Linking change scepticism, organizational identification, and turnover intentions
In times of increasingly turbulent public sector change and frequent career shifts, the relationship between attitudes towards workplace change, organizational identification and turnover intent are highly relevant, but poorly understood. Using data from the Australian Public Service’s (APS) employee survey, this article examines the psychological mechanisms that lead employees to consider leaving their own organization, and the APS as a whole. T…
Fear of missing out? Linking workplace changes and presenteeism
Why do employees continue to work during illness? So‐called presenteeism behaviour is a topic of great managerial and societal importance as it is connected to a series of negative individual and organisational outcomes. A growing body of research points to the importance of workplace factors in shaping employee stress and uncertainty and, ultimately, presenteeism behaviour. Curiously though, the impact of workplace changes on presenteeism behavi…
A stakeholder perspective on public sector innovation: Linking the target groups of innovations to the inclusion of stakeholder ideas
Public sector innovation scholarship has not yet systematically explored how the target context (or output phase) of innovations impacts the early phases of innovation processes. This study theorizes and tests whether innovating organizations are more sensitive to ideas from particular stakeholder groups depending on the target group of said innovation. Using a large-scale dataset from the Australian Public Service, the results show that innovati…
When are organizational reforms perceived positively? An examination of the role of employees’ hierarchical level
The aim of this study is to theorize and test the implicit assumption in the literature that reform perceptions vary according to employees’ position in the organizational hierarchy. Our theoretical argument centres on the expectation that employees appreciate reforms differently depending on their position in the organization. Our large-scale analyses confirm that employees from upper organizational levels are more appreciative of reforms in gen…
Taking a Covid-19 Vaccine or Not? Do Trust in Government and Trust in Experts Help Us to Understand Vaccination Intention
Governments worldwide are relying on the COVID-19 vaccines as the solution for ending the coronavirus pandemic and the resulting crisis. Although scientific progress in the development of a vaccine has been astonishing, policymakers are facing an extra hurdle as increasingly more people appear to be hesitant in their intention to take such a vaccine. Based on a large Corona survey in Belgium, this study aims to explain the vaccination intention b…
The interaction of administrative tradition and organisational characteristics: The case of agency personnel management autonomy
Comparative scholars emphasise that public administration should be understood in terms of context-bound patterns of organising and decision-making. Agencies in the same context will display more commonalities than those in another. At the same time, there is good empirical evidence for organisational-level variation in decision-making. For instance, not all agencies in one country are delegated similar levels of personnel management autonomy. Th…
Internal and external exploration for public service innovation–Measuring the impact of a climate for creativity and collaborative diversity on innovation
Public service innovation involves a process of creative exploration of new ideas, knowledge and perspectives. The article poses that creative exploration emerges from the combination of a climate for creativity that is active inside the organization, and collaborations with diverse actors that are present outside the organization. We test the effect of these conditions on innovation using data from the Australian Public Service. Our findings dem…
Bringing together unlikely innovators: Do connective and learning capacities impact collaboration for innovation and diversity of actors
Recent scholarly wisdom suggests that public sector organizations (PSOs) should not always innovate alone. Collaboration with diverse actors is often proposed so that more and better innovations can be developed. However, it remains unclear what capacities PSOs need in order to participate in collaborative arrangements for innovation and to collaborate with diverse innovation partners. Using survey data from Belgian federal and Flemish public man…
Agencies on the parliamentary radar: Exploring the relations between media attention and parliamentary attention for public agencies using machine learning methods
The news media frame political debate about public agencies, and enable legislators with incomplete information to monitor and act upon agency (mal)performance. While studies show that the news media matters for parliamentary attention, the contingent nature of this relation has been understudied. Building on agenda‐setting theory, this study theorizes that the effect of newspaper coverage is contingent on the sentiment of coverage, the majority …
Do reputational threats influence the rigidity of US agencies? A dynamic panel data approach
What happens to organizational rigidity when public organizations faced reputational threats over time? Do they take external criticism as incentives to become less rigid and more innovative and flexible through employee involvement and empowerment? Or do reputational threats paradoxically contribute to the very rigidity that is often stereotyped as inherent parts of government? Building on threat‐rigidity theory, we test the temporal relation be…
A reputational perspective on structural reforms: How media reputations are related to the structural reform likelihood of public agencies
Despite recurrent observations that media reputations of agencies matter to understand their reform experiences, no studies have theorized and tested the role of sentiment. This study uses novel and advanced BERT language models to detect attributions of responsibility for positive/negative outcomes in media coverage towards 14 Flemish (Belgian) agencies between 2000 and 2015 through supervised machine learning, and connects these data to the Bel…
CEO Turnover and Openness of Decision-making Processes in the Post-succession Phase: Exploring a Threat-rigidity Perspective
This study examines how top leader turnover in the public sector affects organizational strategic decision-making processes in the post-succession phase. Survey responses of managers were combined with a novel database on CEO turnover in the U.S. Federal Government. Drawing on threat-rigidity theory, we hypothesize that as CEO turnover is perceived as a threatening event for both managers and CEOs themselves, organizations as a whole respond by b…
Does organizational change trigger civil servant proactivity? The impact of past changes experienced
Civil servants are increasingly expected to behave proactively at work, being confronted with workplace changes that require increased autonomy and responsibility. However, proactivity is a resource-intense behaviour that may become increasingly difficult in a demanding work context characterized by frequent change. We examine the impact of organizational change on civil servant proactivity, taking into account civil servants’ past change experie…
How trust matters for the performance and legitimacy of regulatory regimes: The differential impact of watchful trust and good‐faith trust
Trust is expected to play a vital role in regulatory regimes. However, how trust affects the performance and legitimacy of these regimes is poorly understood. Our study examines how the interplay of trust and distrust relationships among and toward political, administrative, and regulatory actors shapes perceptions of performance and legitimacy. Drawing on cross‐country survey data measuring trust and distrust among various actors within regulato…
Information-sharing in a turbulent Public sector: Is more always better? Exploring information overload among civil servants during complex workplace changes
In today’s turbulent public sector landscape, workplace changes have become the norm, often introducing uncertainty and a feeling of diminished control among civil servants. Information plays a pivotal role in helping employees navigate these changes successfully. However, as changes become more intricate, the information that civil servants encounter grows increasingly complex. Paradoxically, the well-intentioned influx of information can cause …
Political science (24 works) · Public relations (21 works) · Business (20 works) · Public Policy and Administration Research (15 works) · Sociology (12 works) · Economics (11 works) · Psychology (11 works) · Job Satisfaction and Organizational Behavior (8 works) · Nonprofit Sector and Volunteering (8 works) · Public sector (8 works)