Tina Øllgaard Bentzen
Datos Biográficos
| ID | 4387235 |
|---|---|
| NOMBRE | Tina Øllgaard Bentzen |
| NOMBRES | Tina Øllgaard |
| APELLIDO | Bentzen |
| FIRMA | BENTZEN T Ø |
| AFILIACIONES | Roskilde University |
| ORCID | 0000-0002-4181-7442 |
| VERIFICADO | Sí |
| TOTAL DE OBRAS | 15 |
| TOTAL DE CITAS | 29 |
| TOTAL COMO AUTOR | 15 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 2019 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2026 |
| ÍNDICE H | 4 |
Going the distance? A meta-analysis of leadership styles, social distance, turnover intention and organizational commitment
Retention of healthcare personnel is a global challenge with severe implications for securing stable, high-quality healthcare services. The common saying that ‘people do not leave a bad job, but they leave a bad boss’ stresses the influence a formal leader has on employees' turnover intentions (TI) and organizational commitment (OC). Understanding what makes an effective leader is essential for understanding managers' agency in dealing with emplo…
Beyond the birdcage
In response to neoliberal management practices, governance reforms are emerging that explicitly aim to build vertical trust with frontline employees. Through a comparative case study of two municipal trust reforms in differently regulated service areas, this study explores how efforts to build trust are influenced by the regulatory context. The results show that while highly regulated organizations face constraints in removing or redesigning inst…
From vicious to virtuous paradox cycles in public organizations
Public organizations increasingly navigate in a complex landscape of compet-ing demands. Although paradox research has convincingly demonstrated howparadoxical tensions from competing demands can lead to both organizationalstagnation and growth, we still know surprisingly little about the role of trust inconstructive paradox management in public organizations. Based on 38 inter-views and 60 hours of observation of a public hospital’s top-leadersh…
Unveiling the double-edged sword of magic concepts in public sector reforms
This study examines how the use of magic concepts in public sector reform can simultaneously promote and undermine the achievement of reform. By integrating insights from magic concepts and paradox theory, the study suggests deploying magic concepts in reform can activate clusters of organizational paradoxes that in turn create unique opportunities for transformative change. Case studies from two Scandinavian municipalities illustrate the double-…
Advancing Robust Governance in Turbulent Times
New research argues that robust governance based on flexible adaptation and proactive innovation is needed in order to uphold core public functions, purposes, and values in times of societal turbulence. However, we have limited knowledge of the conditions for enhancing robust governance. To fill that knowledge gap, we ask: How can multi‐level governance, hybrid governance, and societal intelligence contribute to the development of robust response…
Keeping the magic alive
Despite scholarly fascination with magic concepts, empirical research on how they fare in practice is scarce. This study explores how magic concepts retain their magic when used in public organizations. Using survey data and case studies, we identify “trust” as a magic concept in Scandinavian municipalities and develop a typology of its four central functions. We find that the concept of trust is used to confirm and confront old organizational pr…
The tripod of trust
Trust-based leadership is receiving attention in the public sector as a pathway to increased cooperation and effectiveness. However, existing empirical studies of trust-based leadership tend to engage a mono-level focus of trust and lack sufficient insight into the dynamics between different dimensions and levels of trust in the public organization. This article contributes by exploring a successful case of trust-based leadership in a Danish muni…
Continuous co-creation
It is broadly recognized that outcomes of co-creation processes in the public sector depend on early and extensive involvement of relevant and affected actors. However, few have paid attention to whether involvement at later stages matters for outcomes. This article develops a continuity perspective on patterns of involvement in co-creation, and applies it to two case studies of co-created reforms in a local public bureaucracy in Denmark. The stu…
Co-creation
Although governance systems play a crucial role in securing an accountable public sector, they can grow overly resource demanding, cause problematic distortion of welfare tasks and crowd out motivation among employees. This study contributes to existing literature by conceptualizing co-creation as a pathway for solving dysfunctionalities in governance systems and explores the prospects of such an approach. Based on a case study of the development…
Covid ‐19‐induced governance transformation
Persistent efforts to meet the demand for cross‐organizational collaboration and trust‐based management have been halted by a mixture of bureaucratic inertia and entrenched New Public Management thinking. This article explores whether the COVID‐crisis has broken the reform deadlock. Based on a handful of recent surveys and interviews conducted by Danish public sector organizations, we look at the crisis‐induced transformations in local public adm…
How institutional designs condition perceived local political leadership
This article aims to test whether local governments can enhance the elected councillors’ perceived political leadership by changing the institutional design that conditions their ability to define problems that call for collective action, design policy solutions and mobilise support for their implementation. The study draws on new research on political leadership and institutional design and data from surveys conducted in Denmark and Norway. The …
Folkevalgt og politisk leder
Folkevalgt og politisk leder tar utgangspunkt i at enhver folkevalgt politiker er en politisk leder. Boken handler om politisk lederskap i norske kommuner, og den diskuterer hvordan vi kan forstå denne formen for lederskap. Å fatte beslutninger er en viktig del av folkevalgtes hverdag, og den offentlige debatten kan gi inntrykk av at dette er selve essensen i det politiske lederskapet. Boken problematiserer dette, og den argumenterer for at polit…
Strengthening local political leadership through institutional design
Over recent decades, the institutions of political leadership have been criticised for being caught up in outdated designs that are not adapting to societal changes. In many western countries, this diagnosis has spurred design reforms aimed at strengthening political leadership at the local level. Based on a study of reforms in Norwegian and Danish municipalities, this article first develops a typology of reforms aimed at strengthening local poli…
Public administrators in interactive democracy
Currently, interactive forms of democracy that bring local politicians into dialogue and collaboration with relevant and affected citizens are mushrooming. While some research has investigated how interactive democracy affects citizens and politicians, we know little about what interactive democracy means for public administrators. This article presents the results of a case study of role perceptions and coping strategies among public administrat…
The birdcage is open, but will the bird fly? How interactional and institutional trust interplay in public organisations
In the wake of New Public Management reforms, the prospect of increasing task performance by building trust within public organisations has awoken renewed interest in the public sector. The focus has, however, predominantly been on strengthening leaders’ trust in employees by offering the latter greater autonomy, while employees’ decisions to accept and return trust have received less attention. The purpose of this article is to develop a concept…
Covid ‐19‐induced governance transformation
Persistent efforts to meet the demand for cross‐organizational collaboration and trust‐based management have been halted by a mixture of bureaucratic inertia and entrenched New Public Management thinking. This article explores whether the COVID‐crisis has broken the reform deadlock. Based on a handful of recent surveys and interviews conducted by Danish public sector organizations, we look at the crisis‐induced transformations in local public adm…
Strengthening local political leadership through institutional design
Over recent decades, the institutions of political leadership have been criticised for being caught up in outdated designs that are not adapting to societal changes. In many western countries, this diagnosis has spurred design reforms aimed at strengthening political leadership at the local level. Based on a study of reforms in Norwegian and Danish municipalities, this article first develops a typology of reforms aimed at strengthening local poli…
How institutional designs condition perceived local political leadership
This article aims to test whether local governments can enhance the elected councillors’ perceived political leadership by changing the institutional design that conditions their ability to define problems that call for collective action, design policy solutions and mobilise support for their implementation. The study draws on new research on political leadership and institutional design and data from surveys conducted in Denmark and Norway. The …
Public administrators in interactive democracy
Currently, interactive forms of democracy that bring local politicians into dialogue and collaboration with relevant and affected citizens are mushrooming. While some research has investigated how interactive democracy affects citizens and politicians, we know little about what interactive democracy means for public administrators. This article presents the results of a case study of role perceptions and coping strategies among public administrat…
The birdcage is open, but will the bird fly? How interactional and institutional trust interplay in public organisations
In the wake of New Public Management reforms, the prospect of increasing task performance by building trust within public organisations has awoken renewed interest in the public sector. The focus has, however, predominantly been on strengthening leaders’ trust in employees by offering the latter greater autonomy, while employees’ decisions to accept and return trust have received less attention. The purpose of this article is to develop a concept…
Co-creation
Although governance systems play a crucial role in securing an accountable public sector, they can grow overly resource demanding, cause problematic distortion of welfare tasks and crowd out motivation among employees. This study contributes to existing literature by conceptualizing co-creation as a pathway for solving dysfunctionalities in governance systems and explores the prospects of such an approach. Based on a case study of the development…
The birdcage is open, but will the bird fly? How interactional and institutional trust interplay in public organisations
In the wake of New Public Management reforms, the prospect of increasing task performance by building trust within public organisations has awoken renewed interest in the public sector. The focus has, however, predominantly been on strengthening leaders’ trust in employees by offering the latter greater autonomy, while employees’ decisions to accept and return trust have received less attention. The purpose of this article is to develop a concept…
Folkevalgt og politisk leder
Folkevalgt og politisk leder tar utgangspunkt i at enhver folkevalgt politiker er en politisk leder. Boken handler om politisk lederskap i norske kommuner, og den diskuterer hvordan vi kan forstå denne formen for lederskap. Å fatte beslutninger er en viktig del av folkevalgtes hverdag, og den offentlige debatten kan gi inntrykk av at dette er selve essensen i det politiske lederskapet. Boken problematiserer dette, og den argumenterer for at polit…
Strengthening local political leadership through institutional design
Over recent decades, the institutions of political leadership have been criticised for being caught up in outdated designs that are not adapting to societal changes. In many western countries, this diagnosis has spurred design reforms aimed at strengthening political leadership at the local level. Based on a study of reforms in Norwegian and Danish municipalities, this article first develops a typology of reforms aimed at strengthening local poli…
Public administrators in interactive democracy
Currently, interactive forms of democracy that bring local politicians into dialogue and collaboration with relevant and affected citizens are mushrooming. While some research has investigated how interactive democracy affects citizens and politicians, we know little about what interactive democracy means for public administrators. This article presents the results of a case study of role perceptions and coping strategies among public administrat…
Continuous co-creation
It is broadly recognized that outcomes of co-creation processes in the public sector depend on early and extensive involvement of relevant and affected actors. However, few have paid attention to whether involvement at later stages matters for outcomes. This article develops a continuity perspective on patterns of involvement in co-creation, and applies it to two case studies of co-created reforms in a local public bureaucracy in Denmark. The stu…
Co-creation
Although governance systems play a crucial role in securing an accountable public sector, they can grow overly resource demanding, cause problematic distortion of welfare tasks and crowd out motivation among employees. This study contributes to existing literature by conceptualizing co-creation as a pathway for solving dysfunctionalities in governance systems and explores the prospects of such an approach. Based on a case study of the development…
Covid ‐19‐induced governance transformation
Persistent efforts to meet the demand for cross‐organizational collaboration and trust‐based management have been halted by a mixture of bureaucratic inertia and entrenched New Public Management thinking. This article explores whether the COVID‐crisis has broken the reform deadlock. Based on a handful of recent surveys and interviews conducted by Danish public sector organizations, we look at the crisis‐induced transformations in local public adm…
How institutional designs condition perceived local political leadership
This article aims to test whether local governments can enhance the elected councillors’ perceived political leadership by changing the institutional design that conditions their ability to define problems that call for collective action, design policy solutions and mobilise support for their implementation. The study draws on new research on political leadership and institutional design and data from surveys conducted in Denmark and Norway. The …
The tripod of trust
Trust-based leadership is receiving attention in the public sector as a pathway to increased cooperation and effectiveness. However, existing empirical studies of trust-based leadership tend to engage a mono-level focus of trust and lack sufficient insight into the dynamics between different dimensions and levels of trust in the public organization. This article contributes by exploring a successful case of trust-based leadership in a Danish muni…
Keeping the magic alive
Despite scholarly fascination with magic concepts, empirical research on how they fare in practice is scarce. This study explores how magic concepts retain their magic when used in public organizations. Using survey data and case studies, we identify “trust” as a magic concept in Scandinavian municipalities and develop a typology of its four central functions. We find that the concept of trust is used to confirm and confront old organizational pr…
Unveiling the double-edged sword of magic concepts in public sector reforms
This study examines how the use of magic concepts in public sector reform can simultaneously promote and undermine the achievement of reform. By integrating insights from magic concepts and paradox theory, the study suggests deploying magic concepts in reform can activate clusters of organizational paradoxes that in turn create unique opportunities for transformative change. Case studies from two Scandinavian municipalities illustrate the double-…
Advancing Robust Governance in Turbulent Times
New research argues that robust governance based on flexible adaptation and proactive innovation is needed in order to uphold core public functions, purposes, and values in times of societal turbulence. However, we have limited knowledge of the conditions for enhancing robust governance. To fill that knowledge gap, we ask: How can multi‐level governance, hybrid governance, and societal intelligence contribute to the development of robust response…
Going the distance? A meta-analysis of leadership styles, social distance, turnover intention and organizational commitment
Retention of healthcare personnel is a global challenge with severe implications for securing stable, high-quality healthcare services. The common saying that ‘people do not leave a bad job, but they leave a bad boss’ stresses the influence a formal leader has on employees' turnover intentions (TI) and organizational commitment (OC). Understanding what makes an effective leader is essential for understanding managers' agency in dealing with emplo…
Beyond the birdcage
In response to neoliberal management practices, governance reforms are emerging that explicitly aim to build vertical trust with frontline employees. Through a comparative case study of two municipal trust reforms in differently regulated service areas, this study explores how efforts to build trust are influenced by the regulatory context. The results show that while highly regulated organizations face constraints in removing or redesigning inst…
From vicious to virtuous paradox cycles in public organizations
Public organizations increasingly navigate in a complex landscape of compet-ing demands. Although paradox research has convincingly demonstrated howparadoxical tensions from competing demands can lead to both organizationalstagnation and growth, we still know surprisingly little about the role of trust inconstructive paradox management in public organizations. Based on 38 inter-views and 60 hours of observation of a public hospital’s top-leadersh…
Public Policy and Administration Research (11 obras) · Political science (8 obras) · Nonprofit Sector and Volunteering (7 obras) · Business (6 obras) · Public relations (5 obras) · Corporate governance (4 obras) · Social Capital and Networks (4 obras) · Sociology (4 obras) · Computer Science (3 obras) · Management and Organizational Studies (3 obras)