Bjorn Kleizen
Dados Biográficos
| ID | 4154612 |
|---|---|
| NOME | Bjorn Kleizen |
| PRENOMES | Bjorn |
| SOBRENOME | Kleizen |
| ASSINATURA | KLEIZEN B |
| AFILIAÇÕES | University of Antwerp |
| ORCID | 0000-0002-3818-682X |
| VERIFICADO | Sim |
| TOTAL DE OBRAS | 13 |
| TOTAL DE CITAÇÕES | 52 |
| TOTAL COMO AUTOR | 13 |
| TOTAL COMO EDITOR | 0 |
| PRIMEIRO ANO DE PUBLICAÇÃO | 2018 |
| ANO MAIS RECENTE DE PUBLICAÇÃO | 2026 |
| ÍNDICE H | 4 |
Psychological Contract Fulfillment in a Changing Public Sector
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…
The Impact of Active Engagement With Performance Information on Citizens Views on Public Services
This study uses a budget game experiment to study the effects of active engagement with performance information on citizens' trust in public services and voice behavior regarding those services. Participants reviewed performance information on two fictional schools, one low‐performing and one high‐performing, after which some participants played the budget game. Participants who participated in the game expressed lower trust in and higher subject…
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…
Stuck in the waiting room
In recent years, there have been numerous cases where citizens have found themselves stuck in highly protracted administrative processes affecting outcomes vital to their lives and livelihoods. However, systematic inquiries into the experience of being trapped by bureaucratic procedures or state inaction for sometimes multiple years are still lacking. To study the interactions between citizens and the state when long waiting times and significant…
CEO Turnover and Openness of Decision-making Processes in the Post-succession Phase
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…
Is everything under control? An experimental study on how control over data influences trust in and support for major governmental data exchange projects
The steep rise in the exchange of (citizen) data through government-wide platforms has triggered a demand for better privacy safeguards. One approach to privacy is to give citizens control over the exchange of personal data, hoping to reinforce trust in and support for data-driven governance. However, it remains unclear whether more control fulfils its promise of more support and higher trust. Using an online survey experiment, we study how 1) te…
Do citizens trust trustworthy artificial intelligence? Experimental evidence on the limits of ethical AI measures in government
Nature or nurture? Agency life‐cycles as a function of institutional legacy, political environment, and organizational hardwiring
A growing body of literature attempts to explain the life‐cycles of public sector organizations. Of particular interest have been the form and incidence of their birth and termination, and connecting these events to such variables as legal status and political ideology. Less attention has been given to the effect of intermediary life‐cycle events, the tasks performed by agencies, and their policy domains. This study builds on existing fixed chara…
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…
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…
Victims of their own success abroad? Why the withdrawal of US transparency rules is hindered by diffusion to the EU and Canada
Recent years have seen significant efforts to reduce corruption in the oil, gas and mineral industries. Under the Obama administration, rules were adopted obliging stock-exchange-listed extraction companies to disclose payments to domestic and foreign governments, an initiative which soon spread to the European Union and Canada. Under Trump, however, policy preferences changed, and the disclosure requirements were withdrawn. This article investig…
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…
Structural reform histories and perceptions of organizational autonomy
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…
Do citizens trust trustworthy artificial intelligence? Experimental evidence on the limits of ethical AI measures in government
Structural reform histories and perceptions of organizational autonomy
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…
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…
Victims of their own success abroad? Why the withdrawal of US transparency rules is hindered by diffusion to the EU and Canada
Recent years have seen significant efforts to reduce corruption in the oil, gas and mineral industries. Under the Obama administration, rules were adopted obliging stock-exchange-listed extraction companies to disclose payments to domestic and foreign governments, an initiative which soon spread to the European Union and Canada. Under Trump, however, policy preferences changed, and the disclosure requirements were withdrawn. This article investig…
Structural reform histories and perceptions of organizational autonomy
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…
Victims of their own success abroad? Why the withdrawal of US transparency rules is hindered by diffusion to the EU and Canada
Recent years have seen significant efforts to reduce corruption in the oil, gas and mineral industries. Under the Obama administration, rules were adopted obliging stock-exchange-listed extraction companies to disclose payments to domestic and foreign governments, an initiative which soon spread to the European Union and Canada. Under Trump, however, policy preferences changed, and the disclosure requirements were withdrawn. This article investig…
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 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…
Is everything under control? An experimental study on how control over data influences trust in and support for major governmental data exchange projects
The steep rise in the exchange of (citizen) data through government-wide platforms has triggered a demand for better privacy safeguards. One approach to privacy is to give citizens control over the exchange of personal data, hoping to reinforce trust in and support for data-driven governance. However, it remains unclear whether more control fulfils its promise of more support and higher trust. Using an online survey experiment, we study how 1) te…
Do citizens trust trustworthy artificial intelligence? Experimental evidence on the limits of ethical AI measures in government
Nature or nurture? Agency life‐cycles as a function of institutional legacy, political environment, and organizational hardwiring
A growing body of literature attempts to explain the life‐cycles of public sector organizations. Of particular interest have been the form and incidence of their birth and termination, and connecting these events to such variables as legal status and political ideology. Less attention has been given to the effect of intermediary life‐cycle events, the tasks performed by agencies, and their policy domains. This study builds on existing fixed chara…
CEO Turnover and Openness of Decision-making Processes in the Post-succession Phase
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…
Stuck in the waiting room
In recent years, there have been numerous cases where citizens have found themselves stuck in highly protracted administrative processes affecting outcomes vital to their lives and livelihoods. However, systematic inquiries into the experience of being trapped by bureaucratic procedures or state inaction for sometimes multiple years are still lacking. To study the interactions between citizens and the state when long waiting times and significant…
Psychological Contract Fulfillment in a Changing Public Sector
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…
The Impact of Active Engagement With Performance Information on Citizens Views on Public Services
This study uses a budget game experiment to study the effects of active engagement with performance information on citizens' trust in public services and voice behavior regarding those services. Participants reviewed performance information on two fictional schools, one low‐performing and one high‐performing, after which some participants played the budget game. Participants who participated in the game expressed lower trust in and higher subject…
Political science (11 obras) · Public relations (10 obras) · Public Policy and Administration Research (9 obras) · Business (8 obras) · Psychology (8 obras) · Economics (5 obras) · Job Satisfaction and Organizational Behavior (5 obras) · Social Psychology (5 obras) · Law (4 obras) · Law (4 obras)