Can rational planning stimulate cooperative behaviour? How perceived self-efficacy mediates the relationship between strategic plan use, performance information use and strategic voice by local councillors
Bibliographic Data
| ID | 21723669 |
|---|---|
| Authors | Kenn Meyfroodt (0000-0002-0587-1732, Ghent University, corresponding author), Sebastian Desmidt (0000-0002-5769-4440, Ghent University) |
| Year | 2021 |
| Volume | 23 |
| Issue | 6 |
| Pages | 818-842 |
| Publication date | 2021-06-03 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | Public Management Review (JOURNAL) |
| Journal identifiers | ISSN: 1471-9037 • E-ISSN: 1471-9045 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/14719037.2019.1699949 |
| OpenAlex | W2998838158 |
| Language | EN |
| Citations received | 10 |
| References cited | 128 |
Rational planning practices are believed to improve strategy implementation monitoring on the condition that viewpoints accrued from strategic plans and performance information are shared (i.e. strategic voice). However, empirical evidence explaining if and how the use of strategic plans and performance information stimulates governing board members’ strategic voice is lacking. Therefore we hypothesize, based on information processing theory and self-efficacy theory, that the intertwined relationship between strategic plan and performance information use stimulates perceived self-efficacy which, in turn, triggers strategic voice. Results, based on data from 536 Flemish local councillors of 246 local authorities in Belgium, confirm this overarching idea
Business · Flemish · Knowledge management · Political science · Process management · Public relations · Strategic alignment · Strategic control · Strategic financial management · Strategic planning · Strategic thinking · Viewpoints · Computer Science · Job Satisfaction and Organizational Behavior · Nonprofit Sector and Volunteering · Public Policy and Administration Research · Marketing
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Information use in public administration and policy decision‐making
Disentangling the impact of perceived electronic performance monitoring on employee burnout in the public sector
Unlocking politicians’ potential
Performance Management in Europe
Performance Management in the Public Sector
Whistle-Blowing in Organizations
Social Foundations of Thought and Action
Predicting voice behavior in work groups.
Managing to Stay in the Dark
Exploring Nonlinearity In Employee Voice
Motivated Information Processing in Group Judgment and Decision Making
Assessing IT Usage
Psychological Antecedents of Promotive and Prohibitive Voice
Employee Voice Behavior
Employee silence
A Critical Review and Best‐Practice Recommendations for Control Variable Usage
Reporting Analyses of Covariance Structures
Taking Stock
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Employee Voice and Silence
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Beyond Baron and Kenny
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Incredibly Good Performance
Strategic-Decision Quality in Public Organizations
Problems of Rational Planning in Public Organizations
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Developing and Testing a Theoretical Framework for Computer‐Mediated Transparency of Local Governments
Behavioral Public Administration
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Survey Research in Public Administration
Ways of Knowing and Inclusive Management Practices
Planning, Performance And Public Services
Strategy, Structure and Process in the Public Sector
The Psm–leadership Fit
Motivated information processing and group decision-making
Modern Factor Analysis
How (Not) to Solve the Problem
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Politics and Public Infrastructure Investments in Local Governments
Policy learning and science policy innovation adoption by street-level bureaucrats
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Management Innovation and Organizational Performance
Performance Targets and Public Service Improvement
Relative Performance Information and Perceptions of Public Service Quality
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Understanding Satisfaction with Schools
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| Unique citing works | 10 |
|---|---|
| Citations per year | 2,5 |
| Citation span | 2022 - 2026 (5) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 9 |