Bernard Bernards
Biographic Data
| ID | 4385555 |
|---|---|
| NAME | Bernard Bernards |
| GIVEN NAMES | Bernard |
| FAMILY NAME | Bernards |
| SIGNATURE | BERNARDS B |
| AFFILIATIONS | Leiden University |
| ORCID | 0000-0002-8107-513X |
| VERIFIED | Yes |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 7 |
| AUTHOR COUNT | 5 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2023 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 1 |
Lost in translation how public managers across hierarchical levels shape customization depending on their managerial or professional identity
Using identity theory, we analyse how frontline, middle and top managers shape customization, dependent on their differences in professional and managerial identities. Our qualitative research shows that frontline managers prioritize professional values in managing customization, but these often conflict with managerial values. Top managers acknowledge the importance of customization and seek to balance both identities, but face challenges to mai…
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…
Do visionary and servant leaders reduce cognitive uncertainty of professionals? A study of team-based settings in public organizations
Team-based organizations meet societal demands by becoming flexible, innovative, and responsive. However, decreased reliance on rules in such organizations may negate an original purpose of bureaucracies: reducing employees’ cognitive uncertainty. Drawing on social identity and social learning theories, this article examines how servant and visionary leadership reduce cognitive uncertainty in team-based organizations. Using multilevel SEM on data…
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…
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…
Do visionary and servant leaders reduce cognitive uncertainty of professionals? A study of team-based settings in public organizations
Team-based organizations meet societal demands by becoming flexible, innovative, and responsive. However, decreased reliance on rules in such organizations may negate an original purpose of bureaucracies: reducing employees’ cognitive uncertainty. Drawing on social identity and social learning theories, this article examines how servant and visionary leadership reduce cognitive uncertainty in team-based organizations. Using multilevel SEM on data…
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…
Lost in translation how public managers across hierarchical levels shape customization depending on their managerial or professional identity
Using identity theory, we analyse how frontline, middle and top managers shape customization, dependent on their differences in professional and managerial identities. Our qualitative research shows that frontline managers prioritize professional values in managing customization, but these often conflict with managerial values. Top managers acknowledge the importance of customization and seek to balance both identities, but face challenges to mai…
Crossing boundaries at the frontline
Management and Organizational Studies (4 works) · Psychology (3 works) · Bureaucracy (2 works) · Business (2 works) · Conflict Management and Negotiation (2 works) · Innovation and Knowledge Management (2 works) · Job Satisfaction and Organizational Behavior (2 works) · Political science (2 works) · Politics (2 works) · Prosocial behavior (2 works)