Gary Schwarz
Datos Biográficos
| ID | 4399739 |
|---|---|
| NOMBRE | Gary Schwarz |
| NOMBRES | Gary |
| APELLIDO | Schwarz |
| FIRMA | SCHWARZ G |
| AFILIACIONES | Queen Mary University of London |
| ORCID | 0000-0001-6297-3156 |
| VERIFICADO | Sí |
| TOTAL DE OBRAS | 22 |
| TOTAL DE CITAS | 81 |
| TOTAL COMO AUTOR | 22 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 2014 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2026 |
| ÍNDICE H | 3 |
Courageous decision making in public organizations
Public-sector employees frequently need to make difficult decisions that may go against powerful stakeholders. Such choices often involve personal and professional risks and require courage from decision makers. This study operationalizes Kelman and colleagues’ (2016) courageous decision-making construct and examines the relationship between ethical leadership and ethically motivated courageous decision making. Courageous decision making is parti…
Fostering resilience and commitment among volunteers
Sustaining volunteers’ resilience and commitment is crucial for public and non-profit organizations. Based on job demands – resources theory, this study examines the effect of job demands on the commitment of volunteers and the extent to which resilience and job autonomy mediate and moderate this link. The results of a three-wave study of 504 volunteers in China during a crisis show a positive relationship between job demands and the development …
An expanded self-consistency perspective on the effects of perceived politics
This paper introduces the notion of perceived supervisor politics (PSP), suggests that it differs from perceived organizational politics (POP), and develops an expanded self-consistency perspective to explain the effects of POP and PSP. Based on cognitive dissonance theory and its self-consistency assumptions, we suggest that POP represents a threat to self-consistency for employees with high organization-based self-esteem (OBSE) but not those wi…
The dark side of illegitimate tasks
Can illegitimate task assignments that go beyond what might be reasonably expected from employees lead to deviant silence in which employees withhold vital information to harm organizational functioning? Using stress-as-offense-to-self and retributive justice theories, our research explains how organizations produce employee silence and illuminates that employees’ revenge motives help explain the link between illegitimate tasks and deviant silenc…
Unethical Pro–Organizational Behavior and Employee Performance in Côte d’Ivoire
Unethical pro-organizational behavior (UPB) that is intended to promote the functioning of the organization but violates ethical norms impacts employees’ in-role performance negatively due to the potential reputational and economic damages that such behavior may cause. Based on social exchange theory, we suggest that leader-member exchange (LMX) and affective organizational commitment moderate the UPB-performance relationship. We test our hypothe…
Disentangling the impact of perceived electronic performance monitoring on employee burnout in the public sector
Can’t get you o u t of my head
How can a complicated, ambivalent relationship with a boss be both draining and generative? This paper challenges the view that leader–member exchange (LMX) ambivalence is solely harmful. Using the Challenge–Hindrance Stressor Framework, we examine how conflicting feelings toward a leader can be experienced as both constraining and motivating. We focus on epistemic motivation—the tendency to seek deeper understanding—as a key factor that shapes h…
Social Entrepreneurs’ Perceptions of the Institutional Environment
This research explores individual-level factors that influence social entrepreneurs' perceptions of the institutional environment and examines why some individuals pursue, and persevere in, the social entrepreneurship field.Based on qualitative interviews with social entrepreneurs in Saudi Arabia, we find that human capital-represented by education and professional experienceinfluences the perception of regulative institutions, but can create a m…
High-performance work practices and job embeddedness
Using Conservation of Resources (COR) theory, we developed and tested a theoretical model linking high-performance work practices (HPWPs) to employees' quit intentions and job performance via their occupational, organizational, and job-role embeddedness . We also investigated how family embeddedness (FE) in the organization moderated those indirect relationships, addressing long-neglected family influence on HPWP outcomes. For a broad test of mod…
Revisiting the Impact of Illegitimate Tasks on Volunteers
Volunteers are frequently assigned illegitimate tasks that exceed what can be reasonably required from them. In this study, we used affective events theory to investigate the impact of illegitimate tasks on volunteer engagement. We developed a moderated mediation model and analyzed the mediating role of emotional labor and moderating role of power distance. Based on data from a three-wave survey of 1,948 volunteers, we found that illegitimate tas…
Unknowns, Black Swans, and Bounded Rationality in Public Organizations
Unknowns” and “Black Swans” have become familiar terms in the public administration literature but tend to be used in different and often conflicting ways. This article provides a typology of the terms, develops a framework for thinking about how their elements relate, and distinguishes four varieties of the Black Swan. Using the Challenger Space Shuttle disaster, 9/11, the international withdrawal from Afghanistan, and the trade boycott associat…
Bounded Rationality, Satisficing, Artificial Intelligence, and Decision‐Making in Public Organizations
In honor of the 75th anniversary of the publication of Herbert Simon's seminal book Administrative Behavior: A Study of Decision-Making Processes in Administrative Organizations, first published in 1947, PAR held a special symposium (Simon 1997). The Royal Swedish Academy of Sciences, which awarded Herbert Simon the Nobel Prize in Economics in 1978, considered Administrative Behavior to be "epoch-making." The book has a special relationship with …
A Framework for Government Response to Social Media Participation in Public Policy Making
This article develops a conceptual framework to understand government response to citizens’ social media participation in public policy making and identifies four participation-response archetypes: the Ostrich, the Cuckoo, the Queen Bee, and the Mandarin Duck modes. Drawing on analysis of 136 cases in China, the Cuckoo mode, in which public opinions are pre-expressed and government is reactive, was the predominant response observed. Incidents of …
Strategic Decision Making and Implementation in Public Organizations in the Gulf Cooperation Council
Based on Herbert Simon's conceptualization of bounded rationality , this article develops and tests an integrative model of the strategic decision‐making process (SDMP) and outcomes in public organizations . The model integrates different SDMP dimensions—procedural rationality , intuition , participation , and constructive politics—and examines their impacts on the successful implementation of strategic decisions . Additionally , it analyzes the …
Responding to Covid-19
Can Public Leadership Increase Public Service Motivation and Job Performance
To advance understanding of leadership in the public sector, this article examines the link between accountability, rule‐following, political loyalty, and network governance approaches to leadership and employees' public service motivation (PSM) and individual job performance. Using a sample of 300 civil servants and their 64 managers in China, the study finds that accountability, rule‐following, political loyalty, and network governance leadersh…
Investigating When and Why Psychological Entitlement Predicts Unethical Pro-organizational Behavior
The effects of employees' creative self-efficacy on innovative behavior
How Servant Leadership Influences Organizational Citizenship Behavior
How Leadership and Public Service Motivation Enhance Innovative Behavior
Prior research has linked the innovative behavior of public sector employees to desirable outcomes such as improved efficiency and higher public service quality. However, questions regarding the drivers of innovative behavior among employees have received limited attention. This article employs psychological empowerment theory to examine the underlying processes by which entrepreneurial leadership and public service motivation (PSM) shape innovat…
Servant Leadership and Follower Job Performance
This article advances our understanding of the effects of servant leadership, an employee‐ and community‐focused leadership style, on followers' public service motivation ( PSM ) and job performance. Based on social learning theory, we argue that by emphasizing to their followers the importance of serving others both inside and outside the organization and by acting as role models by serving others themselves, servant leaders enhance job performa…
Servant Leadership, Trust, and the Organizational Commitment of Public Sector Employees in China
So‐called servant leaders strive selflessly and altruistically to assist others before themselves, work to develop their followers' greatest potential, and seek to benefit the wider community. This article examines the trust‐based mechanisms by which servant leadership influences organizational commitment in the Chinese public sector, using data from a survey of civil servants. Quantitative analysis shows that servant leadership strongly influenc…
Responding to Covid-19
Servant Leadership and Follower Job Performance
This article advances our understanding of the effects of servant leadership, an employee‐ and community‐focused leadership style, on followers' public service motivation ( PSM ) and job performance. Based on social learning theory, we argue that by emphasizing to their followers the importance of serving others both inside and outside the organization and by acting as role models by serving others themselves, servant leaders enhance job performa…
Servant Leadership, Trust, and the Organizational Commitment of Public Sector Employees in China
So‐called servant leaders strive selflessly and altruistically to assist others before themselves, work to develop their followers' greatest potential, and seek to benefit the wider community. This article examines the trust‐based mechanisms by which servant leadership influences organizational commitment in the Chinese public sector, using data from a survey of civil servants. Quantitative analysis shows that servant leadership strongly influenc…
Revisiting the Impact of Illegitimate Tasks on Volunteers
Volunteers are frequently assigned illegitimate tasks that exceed what can be reasonably required from them. In this study, we used affective events theory to investigate the impact of illegitimate tasks on volunteer engagement. We developed a moderated mediation model and analyzed the mediating role of emotional labor and moderating role of power distance. Based on data from a three-wave survey of 1,948 volunteers, we found that illegitimate tas…
Servant Leadership, Trust, and the Organizational Commitment of Public Sector Employees in China
So‐called servant leaders strive selflessly and altruistically to assist others before themselves, work to develop their followers' greatest potential, and seek to benefit the wider community. This article examines the trust‐based mechanisms by which servant leadership influences organizational commitment in the Chinese public sector, using data from a survey of civil servants. Quantitative analysis shows that servant leadership strongly influenc…
Servant Leadership and Follower Job Performance
This article advances our understanding of the effects of servant leadership, an employee‐ and community‐focused leadership style, on followers' public service motivation ( PSM ) and job performance. Based on social learning theory, we argue that by emphasizing to their followers the importance of serving others both inside and outside the organization and by acting as role models by serving others themselves, servant leaders enhance job performa…
How Servant Leadership Influences Organizational Citizenship Behavior
How Leadership and Public Service Motivation Enhance Innovative Behavior
Prior research has linked the innovative behavior of public sector employees to desirable outcomes such as improved efficiency and higher public service quality. However, questions regarding the drivers of innovative behavior among employees have received limited attention. This article employs psychological empowerment theory to examine the underlying processes by which entrepreneurial leadership and public service motivation (PSM) shape innovat…
The effects of employees' creative self-efficacy on innovative behavior
Investigating When and Why Psychological Entitlement Predicts Unethical Pro-organizational Behavior
Responding to Covid-19
Can Public Leadership Increase Public Service Motivation and Job Performance
To advance understanding of leadership in the public sector, this article examines the link between accountability, rule‐following, political loyalty, and network governance approaches to leadership and employees' public service motivation (PSM) and individual job performance. Using a sample of 300 civil servants and their 64 managers in China, the study finds that accountability, rule‐following, political loyalty, and network governance leadersh…
A Framework for Government Response to Social Media Participation in Public Policy Making
This article develops a conceptual framework to understand government response to citizens’ social media participation in public policy making and identifies four participation-response archetypes: the Ostrich, the Cuckoo, the Queen Bee, and the Mandarin Duck modes. Drawing on analysis of 136 cases in China, the Cuckoo mode, in which public opinions are pre-expressed and government is reactive, was the predominant response observed. Incidents of …
Strategic Decision Making and Implementation in Public Organizations in the Gulf Cooperation Council
Based on Herbert Simon's conceptualization of bounded rationality , this article develops and tests an integrative model of the strategic decision‐making process (SDMP) and outcomes in public organizations . The model integrates different SDMP dimensions—procedural rationality , intuition , participation , and constructive politics—and examines their impacts on the successful implementation of strategic decisions . Additionally , it analyzes the …
Unknowns, Black Swans, and Bounded Rationality in Public Organizations
Unknowns” and “Black Swans” have become familiar terms in the public administration literature but tend to be used in different and often conflicting ways. This article provides a typology of the terms, develops a framework for thinking about how their elements relate, and distinguishes four varieties of the Black Swan. Using the Challenger Space Shuttle disaster, 9/11, the international withdrawal from Afghanistan, and the trade boycott associat…
Bounded Rationality, Satisficing, Artificial Intelligence, and Decision‐Making in Public Organizations
In honor of the 75th anniversary of the publication of Herbert Simon's seminal book Administrative Behavior: A Study of Decision-Making Processes in Administrative Organizations, first published in 1947, PAR held a special symposium (Simon 1997). The Royal Swedish Academy of Sciences, which awarded Herbert Simon the Nobel Prize in Economics in 1978, considered Administrative Behavior to be "epoch-making." The book has a special relationship with …
Social Entrepreneurs’ Perceptions of the Institutional Environment
This research explores individual-level factors that influence social entrepreneurs' perceptions of the institutional environment and examines why some individuals pursue, and persevere in, the social entrepreneurship field.Based on qualitative interviews with social entrepreneurs in Saudi Arabia, we find that human capital-represented by education and professional experienceinfluences the perception of regulative institutions, but can create a m…
High-performance work practices and job embeddedness
Using Conservation of Resources (COR) theory, we developed and tested a theoretical model linking high-performance work practices (HPWPs) to employees' quit intentions and job performance via their occupational, organizational, and job-role embeddedness . We also investigated how family embeddedness (FE) in the organization moderated those indirect relationships, addressing long-neglected family influence on HPWP outcomes. For a broad test of mod…
Revisiting the Impact of Illegitimate Tasks on Volunteers
Volunteers are frequently assigned illegitimate tasks that exceed what can be reasonably required from them. In this study, we used affective events theory to investigate the impact of illegitimate tasks on volunteer engagement. We developed a moderated mediation model and analyzed the mediating role of emotional labor and moderating role of power distance. Based on data from a three-wave survey of 1,948 volunteers, we found that illegitimate tas…
Unethical Pro–Organizational Behavior and Employee Performance in Côte d’Ivoire
Unethical pro-organizational behavior (UPB) that is intended to promote the functioning of the organization but violates ethical norms impacts employees’ in-role performance negatively due to the potential reputational and economic damages that such behavior may cause. Based on social exchange theory, we suggest that leader-member exchange (LMX) and affective organizational commitment moderate the UPB-performance relationship. We test our hypothe…
Disentangling the impact of perceived electronic performance monitoring on employee burnout in the public sector
Can’t get you o u t of my head
How can a complicated, ambivalent relationship with a boss be both draining and generative? This paper challenges the view that leader–member exchange (LMX) ambivalence is solely harmful. Using the Challenge–Hindrance Stressor Framework, we examine how conflicting feelings toward a leader can be experienced as both constraining and motivating. We focus on epistemic motivation—the tendency to seek deeper understanding—as a key factor that shapes h…
Courageous decision making in public organizations
Public-sector employees frequently need to make difficult decisions that may go against powerful stakeholders. Such choices often involve personal and professional risks and require courage from decision makers. This study operationalizes Kelman and colleagues’ (2016) courageous decision-making construct and examines the relationship between ethical leadership and ethically motivated courageous decision making. Courageous decision making is parti…
Fostering resilience and commitment among volunteers
Sustaining volunteers’ resilience and commitment is crucial for public and non-profit organizations. Based on job demands – resources theory, this study examines the effect of job demands on the commitment of volunteers and the extent to which resilience and job autonomy mediate and moderate this link. The results of a three-wave study of 504 volunteers in China during a crisis show a positive relationship between job demands and the development …
An expanded self-consistency perspective on the effects of perceived politics
This paper introduces the notion of perceived supervisor politics (PSP), suggests that it differs from perceived organizational politics (POP), and develops an expanded self-consistency perspective to explain the effects of POP and PSP. Based on cognitive dissonance theory and its self-consistency assumptions, we suggest that POP represents a threat to self-consistency for employees with high organization-based self-esteem (OBSE) but not those wi…
The dark side of illegitimate tasks
Can illegitimate task assignments that go beyond what might be reasonably expected from employees lead to deviant silence in which employees withhold vital information to harm organizational functioning? Using stress-as-offense-to-self and retributive justice theories, our research explains how organizations produce employee silence and illuminates that employees’ revenge motives help explain the link between illegitimate tasks and deviant silenc…
Political science (14 obras) · Psychology (14 obras) · Public relations (13 obras) · Job Satisfaction and Organizational Behavior (12 obras) · Social Psychology (12 obras) · Business (10 obras) · Politics (7 obras) · Public Policy and Administration Research (7 obras) · Sociology (6 obras) · Marketing (5 obras)