Eduard Schmidt
Biographic Data
| ID | 4128968 |
|---|---|
| NAME | Eduard Schmidt |
| GIVEN NAMES | Eduard |
| FAMILY NAME | Schmidt |
| SIGNATURE | SCHMIDT E |
| AFFILIATIONS | Leiden University |
| ORCID | 0000-0002-4788-7521 |
| VERIFIED | Yes |
| TOTAL WORKS | 7 |
| TOTAL CITATIONS | 25 |
| AUTHOR COUNT | 7 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2017 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 2 |
Crossing boundaries at the frontline
Breaking the rules, but for whom? How client characteristics affect frontline professionals’ prosocial rule-breaking behavior
Studies have shown that a client’s characteristics can affect frontline professionals’ decision-making and use of discretion. However, we do not know whether these dynamics also exist in frontline professionals’ prosocial rule-breaking (PSRB): breaking rules to benefit clients. This study focuses on to what extent and how client characteristics affect PSRB by frontline professionals. Using an innovative within-person vignette experiment among pro…
Healthcare professionals as change agents
INTRODUCTION: Healthcare organisations face multiple challenges, often conceptualised as appropriate care. It requires change on different levels: healthcare systems (macro), healthcare organisations (meso), and healthcare professionals (micro). This study focuses on bottom-up changes initiated by healthcare professionals. The aim is to investigate hindering and stimulating factors healthcare professionals experience. MATERIALS AND METHODS: The s…
Rebel with a cause
A core idea of bureaucratic organizations is that rule‐following is a necessary precondition to pursue the public interest. However, rules may sometimes become dysfunctional, burdensome, and even interfere with public value delivery. In those situations, professionals sometimes engage in prosocial rule‐breaking (PSRB), rather than rule‐following, with the aim to deliver meaningful public services. This article examines leadership encouragement an…
The role of public service bargains in cutback management
Public managers need to interact with their political principals when managing cutbacks. However, research on cutback management did not put much emphasis on this interaction. We analyse how the interaction between public managers and political principals develops during cutbacks, and how this affects cutback management. We analyse these interactions between political principals and public managers as a public service bargain. This study employs …
Breaking the glass ceiling, but facing a glass cliff? The role of organizational decline in women's representation in leadership positions in Dutch civil service organizations
Despite efforts to increase gender diversity and equality worldwide, women are still underrepresented in leadership positions in public bureaucracies. This article speaks to the debate on how organizational context, more specifically organizational decline, may influence gender representation in such leadership positions. Based on role congruity theory and glass cliff theory this article empirically examines whether and how excessive workforce re…
A century of fiscal squeeze politics
Breaking the glass ceiling, but facing a glass cliff? The role of organizational decline in women's representation in leadership positions in Dutch civil service organizations
Despite efforts to increase gender diversity and equality worldwide, women are still underrepresented in leadership positions in public bureaucracies. This article speaks to the debate on how organizational context, more specifically organizational decline, may influence gender representation in such leadership positions. Based on role congruity theory and glass cliff theory this article empirically examines whether and how excessive workforce re…
Rebel with a cause
A core idea of bureaucratic organizations is that rule‐following is a necessary precondition to pursue the public interest. However, rules may sometimes become dysfunctional, burdensome, and even interfere with public value delivery. In those situations, professionals sometimes engage in prosocial rule‐breaking (PSRB), rather than rule‐following, with the aim to deliver meaningful public services. This article examines leadership encouragement an…
Breaking the rules, but for whom? How client characteristics affect frontline professionals’ prosocial rule-breaking behavior
Studies have shown that a client’s characteristics can affect frontline professionals’ decision-making and use of discretion. However, we do not know whether these dynamics also exist in frontline professionals’ prosocial rule-breaking (PSRB): breaking rules to benefit clients. This study focuses on to what extent and how client characteristics affect PSRB by frontline professionals. Using an innovative within-person vignette experiment among pro…
The role of public service bargains in cutback management
Public managers need to interact with their political principals when managing cutbacks. However, research on cutback management did not put much emphasis on this interaction. We analyse how the interaction between public managers and political principals develops during cutbacks, and how this affects cutback management. We analyse these interactions between political principals and public managers as a public service bargain. This study employs …
A century of fiscal squeeze politics
Breaking the glass ceiling, but facing a glass cliff? The role of organizational decline in women's representation in leadership positions in Dutch civil service organizations
Despite efforts to increase gender diversity and equality worldwide, women are still underrepresented in leadership positions in public bureaucracies. This article speaks to the debate on how organizational context, more specifically organizational decline, may influence gender representation in such leadership positions. Based on role congruity theory and glass cliff theory this article empirically examines whether and how excessive workforce re…
The role of public service bargains in cutback management
Public managers need to interact with their political principals when managing cutbacks. However, research on cutback management did not put much emphasis on this interaction. We analyse how the interaction between public managers and political principals develops during cutbacks, and how this affects cutback management. We analyse these interactions between political principals and public managers as a public service bargain. This study employs …
Rebel with a cause
A core idea of bureaucratic organizations is that rule‐following is a necessary precondition to pursue the public interest. However, rules may sometimes become dysfunctional, burdensome, and even interfere with public value delivery. In those situations, professionals sometimes engage in prosocial rule‐breaking (PSRB), rather than rule‐following, with the aim to deliver meaningful public services. This article examines leadership encouragement an…
Healthcare professionals as change agents
INTRODUCTION: Healthcare organisations face multiple challenges, often conceptualised as appropriate care. It requires change on different levels: healthcare systems (macro), healthcare organisations (meso), and healthcare professionals (micro). This study focuses on bottom-up changes initiated by healthcare professionals. The aim is to investigate hindering and stimulating factors healthcare professionals experience. MATERIALS AND METHODS: The s…
Breaking the rules, but for whom? How client characteristics affect frontline professionals’ prosocial rule-breaking behavior
Studies have shown that a client’s characteristics can affect frontline professionals’ decision-making and use of discretion. However, we do not know whether these dynamics also exist in frontline professionals’ prosocial rule-breaking (PSRB): breaking rules to benefit clients. This study focuses on to what extent and how client characteristics affect PSRB by frontline professionals. Using an innovative within-person vignette experiment among pro…
Crossing boundaries at the frontline
Political science (5 works) · Law (4 works) · Public relations (4 works) · Bureaucracy (3 works) · Business (3 works) · Law (3 works) · Politics (3 works) · Psychology (3 works) · Public Policy and Administration Research (3 works) · Conflict Management and Negotiation (2 works)