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The aim of this article is to determine whether there is opportunistic behavior in local government decisions related to contracting out, public-private partnership (PPP) and/or public externalization. Analysis of the results obtained from applying a fixed effects panel data model to a sample of 2,274 Spanish municipalities supports the existence of asymmetric opportunistic behavior. Specifically, there is strong evidence that in preelection years, there is less likelihood of contracting out and PPP decisions being approved, and a greater probability of public externalization taking place. In post-election years, an increase in capital spending is associated with a lower probability of contracting out and of PPP. An increase in current spending in preelection years reduces the probability of decisions being taken on contracting out and PPP. These empirical results highlight the extent of opportunistic behavior in selecting management forms for the delivery of local government services.
Emilio J. de la Higuera-Molina; Marc Esteve; Ana M. Plata-Díaz; José L. Zafra-Gómez. The political hourglass: opportunistic behavior in local government policy decisions. International Public Management Journal 2021, 1 -18.
AMA StyleEmilio J. de la Higuera-Molina, Marc Esteve, Ana M. Plata-Díaz, José L. Zafra-Gómez. The political hourglass: opportunistic behavior in local government policy decisions. International Public Management Journal. 2021; ():1-18.
Chicago/Turabian StyleEmilio J. de la Higuera-Molina; Marc Esteve; Ana M. Plata-Díaz; José L. Zafra-Gómez. 2021. "The political hourglass: opportunistic behavior in local government policy decisions." International Public Management Journal , no. : 1-18.
Despite the efforts devoted to open government, transparency is mainly considered an issue for public organizations. However, various tasks such as public services delivery and management are being increasingly privatized or outsourced to public-private partnerships (PPPs). Our study aims to contribute towards bridging this gap by answering two research questions: (1) What determines internal and external transparency in PPPs? and (2) To what extent does internal transparency contribute to external transparency? We answer these questions through a qualitative case study, consisting of 38 in-depth interviews, on the transparency in water provision and management in the city of Barcelona. We conclude that in the case of PPPs, even when the service provided is excellent, transparency goes beyond making data available; thus, politicians and managers must build a narrative around the data they provide that guides citizens and partners in their interpretation of the information. Furthermore, our results show that internal transparency influences external transparency.
Monica Reig; Mila Gasco-Hernandez; Marc Esteve. Internal and External Transparency in Public-Private Partnerships—The Case of Barcelona’s Water Provision. Sustainability 2021, 13, 1777 .
AMA StyleMonica Reig, Mila Gasco-Hernandez, Marc Esteve. Internal and External Transparency in Public-Private Partnerships—The Case of Barcelona’s Water Provision. Sustainability. 2021; 13 (4):1777.
Chicago/Turabian StyleMonica Reig; Mila Gasco-Hernandez; Marc Esteve. 2021. "Internal and External Transparency in Public-Private Partnerships—The Case of Barcelona’s Water Provision." Sustainability 13, no. 4: 1777.
Public corporations have been constantly in the spotlight, with some commentators arguing that they can help governments provide better public services, and others insisting that their governance is simply too complex. Despite this ongoing debate, few studies have researched public corporation performance. The present study offers empirical evidence of the effects of various forms of corporatization on public service costs. In particular, it examines public service costs incurred under four different forms of governance: public agencies, public corporations, mixed public corporations with minority public ownership, and mixed public corporations with majority public ownership. The analysis considers eight types of public services in 874 Spanish municipalities between 2014 and 2017. The empirical results show that services provided by public corporations are no less costly than those provided by public agencies. In fact, the services offered by mixed corporations with government majorities tend to cost more than those provided by public agencies.
Germà Bel; Marc Esteve; Juan Carlos Garrido; José Luis Zafra‐Gómez. The costs of corporatization: Analysing the effects of forms of governance. Public Administration 2020, 1 .
AMA StyleGermà Bel, Marc Esteve, Juan Carlos Garrido, José Luis Zafra‐Gómez. The costs of corporatization: Analysing the effects of forms of governance. Public Administration. 2020; ():1.
Chicago/Turabian StyleGermà Bel; Marc Esteve; Juan Carlos Garrido; José Luis Zafra‐Gómez. 2020. "The costs of corporatization: Analysing the effects of forms of governance." Public Administration , no. : 1.
One of the main governance decisions that policymakers need to make is whether to implement public services via centralized or decentralized forms. As Costa et al. discuss in their article, when public services are implemented via competing systems, service providers contend to provide good services with the ultimate objective of gaining market quota. This is known as managed competition (MC), as the authorities will have to manage the panoply of public and private organizations offering the service. The alternative is to manage the service more centrally, in what it is identified as vertical integration. As the authors describe, several governments around the globe have abandoned their vertical integrated models in favour of decentralized models. This is the case, as the authors recall, for most health services in Europe. While there is an emerging body of evidence suggesting that decentralized MC outperforms vertically integrated models both in terms of efficiency and in terms of service quality, little is known on how these systems react under different circumstances. This means, for example, how these systems can cope with a sudden increase in their service demands.
Germà Bel; Marc Esteve. Resilient managed competition during pandemics: lessons from the Italian experience. Health Economics, Policy and Law 2020, 1 -4.
AMA StyleGermà Bel, Marc Esteve. Resilient managed competition during pandemics: lessons from the Italian experience. Health Economics, Policy and Law. 2020; ():1-4.
Chicago/Turabian StyleGermà Bel; Marc Esteve. 2020. "Resilient managed competition during pandemics: lessons from the Italian experience." Health Economics, Policy and Law , no. : 1-4.
Public administration scholarship reflects a multidisciplinary field in which many theoretical perspectives coexist. However, one of the dark sides of such theoretical pluralism is methodological fragmentation. It may be hard to assess the research quality and to engage with the findings from studies employing different methodologies, thus limiting meaningful conversations. Moreover, the constant race across social sciences to make methodologies more sophisticated may exacerbate the separation between academic and practitioner audiences. To counterbalance these two trends, this article aims at increasing methodological intelligibility in our field. It does so starting from the idea that each methodology entails choices in the conventional phases of research design, data collection, and data analysis, and that these choices must be reported. The paper nails down and exemplifies such reporting needs for five selected methodologies: survey studies, quantitative experimental studies, quantitative observational studies, qualitative case studies and ethnographies. Based on their discussion and comparison, the paper offers a framework composed by functional equivalents, that is to say, the common denominator among methodological reporting needs. Methodological choices that need reporting include the rationale for the selection of a methodology, delimitation of the study, the research instrument, data processing and ethical clearance. Increasing methodological reporting would facilitate dialogues among different methodological communities, and with practitioner readers. All of which would also promote field building in the scholarship of public administration.
Valentina Mele; Marc Esteve; Seulki Lee; Germà Bel; Giulia Cappellaro; Nicolai Petrovsky; Sonia M. Ospina. Enhancing Methodological Reporting in Public Administration: The Functional Equivalents Framework. The American Review of Public Administration 2020, 50, 811 -824.
AMA StyleValentina Mele, Marc Esteve, Seulki Lee, Germà Bel, Giulia Cappellaro, Nicolai Petrovsky, Sonia M. Ospina. Enhancing Methodological Reporting in Public Administration: The Functional Equivalents Framework. The American Review of Public Administration. 2020; 50 (8):811-824.
Chicago/Turabian StyleValentina Mele; Marc Esteve; Seulki Lee; Germà Bel; Giulia Cappellaro; Nicolai Petrovsky; Sonia M. Ospina. 2020. "Enhancing Methodological Reporting in Public Administration: The Functional Equivalents Framework." The American Review of Public Administration 50, no. 8: 811-824.
Scholarly interest in public service motivation (PSM) has yielded a vast amount of research, exploring its potential for benefitting public-sector organizations through increased employee job satisfaction, enhanced individual performance, employee retention, and enhanced organizational commitment and citizenship behavior. However, a closer inspection of the literature reveals mixed empirical evidence for each impact of PSM. The present study carries out a meta-analysis of five key impacts of PSM to explain the divergence of results in the existing literature. We find evidence of the existence of a true effect for PSM over all the dependent variables, except for turnover intentions. In addition, we find a possible explanation for the mixed empirical evidence found in previous studies. We demonstrate that individual and organizational benefits of PSM are not accrued equally in all public sector workplaces and that the contextual variables legal origin and endemic countrywide corruption influence the extent to which PSM can produce positive outcomes in the workplace.
Sahar Awan; Germà Bel; Marc Esteve. The Benefits of PSM: An Oasis or a Mirage? Journal of Public Administration Research and Theory 2020, 30, 619 -635.
AMA StyleSahar Awan, Germà Bel, Marc Esteve. The Benefits of PSM: An Oasis or a Mirage? Journal of Public Administration Research and Theory. 2020; 30 (4):619-635.
Chicago/Turabian StyleSahar Awan; Germà Bel; Marc Esteve. 2020. "The Benefits of PSM: An Oasis or a Mirage?" Journal of Public Administration Research and Theory 30, no. 4: 619-635.
The claim that Public Service Motivation is an antecedent of prosocial behavior has often been empirically tested and supported. However, closer inspection of this literature reveals large disparities in relating the two constructs. One reason that could explain such differences is that the relationship between PSM and prosocial behaviors has been primarily tested using self‐reported cross‐sectional, single‐rater and same‐survey data. While all of these are widely used methodological approaches in social sciences, they are also susceptible to potential biases. We conduct two comparative studies to re‐examine this relationship. Study 1 utilizes self‐reported cross‐sectional, single‐rater and same‐survey data linking PSM and prosocial behavior, revealing a positive relationship with PSM's Compassion dimension. Study 2 involves observing actual prosocial behavior in a real‐life setting. Then, the correlation between PSM and prosocial behavior disappears. We conclude by discussing the possible reasons that could lead to the differences found across the two studies. This article is protected by copyright. All rights reserved.
Sahar Awan; Marc Esteve; Arjen Van Witteloostuijn. Talking the talk, but not walking the walk: A comparison of self‐reported and observed prosocial behaviour. Public Administration 2020, 98, 995 -1010.
AMA StyleSahar Awan, Marc Esteve, Arjen Van Witteloostuijn. Talking the talk, but not walking the walk: A comparison of self‐reported and observed prosocial behaviour. Public Administration. 2020; 98 (4):995-1010.
Chicago/Turabian StyleSahar Awan; Marc Esteve; Arjen Van Witteloostuijn. 2020. "Talking the talk, but not walking the walk: A comparison of self‐reported and observed prosocial behaviour." Public Administration 98, no. 4: 995-1010.
Research on user satisfaction has increased substantially in recent years. To date, most studies have tested the significance of pre‐defined factors thought to influence user satisfaction, with no scalable means of verifying the validity of their assumptions. Digital technology has created new methods of collecting user feedback where service users post comments. As topic models can analyze large volumes of feedback, they have been proposed as a feasible approach to aggregating user opinions. This novel approach has been applied to process reviews of primary‐care practices in England. Findings from an analysis of more than 200,000 reviews show that the quality of interactions with staff and bureaucratic exigencies are the key drivers of user satisfaction. In addition, patient satisfaction is strongly influenced by factors that are not measured by state‐of‐the‐art patient surveys. These results highlight the potential benefits of text mining and machine learning for public administration. This article is protected by copyright. All rights reserved.
Radoslaw Kowalski; Marc Esteve; Slava Jankin Mikhaylov. Improving public services by mining citizen feedback: An application of natural language processing. Public Administration 2020, 98, 1011 -1026.
AMA StyleRadoslaw Kowalski, Marc Esteve, Slava Jankin Mikhaylov. Improving public services by mining citizen feedback: An application of natural language processing. Public Administration. 2020; 98 (4):1011-1026.
Chicago/Turabian StyleRadoslaw Kowalski; Marc Esteve; Slava Jankin Mikhaylov. 2020. "Improving public services by mining citizen feedback: An application of natural language processing." Public Administration 98, no. 4: 1011-1026.
The question of whether private organizations can outperform public ones in public service delivery has been a major topic of interest over the last few decades. However, the empirical evidence does not systematically support the hypothesis of lower costs and higher efficiency when private organizations deliver public services. To better understand the cost and efficiency differences between public and private organizations, we have conducted a meta-regression analysis of econometric studies relating to hospital ownership and performance. We have analyzed 61 estimates extracted from health studies, using public versus private hospital costs and efficiency as an independent variable. Our analysis shows a genuine true effect in favor of public sector hospitals. Although we found evidence that the public sector may provide public health services more cheaply than the private sector, the latter achieves better productive efficiency. We discuss how this divergence in results is affected by factors such as country, year, the use of panel data in a study, the extent to which performance is measured by examining financial costs, and the inclusion of not-for-profit hospitals.
Germà Bel; Marc Esteve. Is Private Production of Hospital Services Cheaper than Public Production? A Meta-Regression of Public Versus Private Costs and Efficiency for Hospitals. International Public Management Journal 2019, 23, 1 -24.
AMA StyleGermà Bel, Marc Esteve. Is Private Production of Hospital Services Cheaper than Public Production? A Meta-Regression of Public Versus Private Costs and Efficiency for Hospitals. International Public Management Journal. 2019; 23 (1):1-24.
Chicago/Turabian StyleGermà Bel; Marc Esteve. 2019. "Is Private Production of Hospital Services Cheaper than Public Production? A Meta-Regression of Public Versus Private Costs and Efficiency for Hospitals." International Public Management Journal 23, no. 1: 1-24.
Cambridge Core - Politics: General Interest - Motivating Public Employees - by Marc Esteve
Marc Esteve; Christian Schuster. Motivating Public Employees. Motivating Public Employees 2019, 1 .
AMA StyleMarc Esteve, Christian Schuster. Motivating Public Employees. Motivating Public Employees. 2019; ():1.
Chicago/Turabian StyleMarc Esteve; Christian Schuster. 2019. "Motivating Public Employees." Motivating Public Employees , no. : 1.
Public sector organizations are increasingly interested in using data science and artificial intelligence capabilities to deliver policy and generate efficiencies in high-uncertainty environments. The long-term success of data science and artificial intelligence (AI) in the public sector relies on effectively embedding it into delivery solutions for policy implementation. However, governments cannot do this integration of AI into public service delivery on their own. The UK Government Industrial Strategy is clear that delivering on the AI grand challenge requires collaboration between universities and the public and private sectors. This cross-sectoral collaborative approach is the norm in applied AI centres of excellence around the world. Despite their popularity, cross-sector collaborations entail serious management challenges that hinder their success. In this article we discuss the opportunities for and challenges of AI for the public sector. Finally, we propose a series of strategies to successfully manage these cross-sectoral collaborations.This article is part of a discussion meeting issue ‘The growing ubiquity of algorithms in society: implications, impacts and innovations’.
Slava Jankin Mikhaylov; Marc Esteve; Averill Campion. Artificial intelligence for the public sector: opportunities and challenges of cross-sector collaboration. Philosophical Transactions of the Royal Society of London. Series A: Mathematical, Physical and Engineering Sciences 2018, 376, 20170357 .
AMA StyleSlava Jankin Mikhaylov, Marc Esteve, Averill Campion. Artificial intelligence for the public sector: opportunities and challenges of cross-sector collaboration. Philosophical Transactions of the Royal Society of London. Series A: Mathematical, Physical and Engineering Sciences. 2018; 376 (2128):20170357.
Chicago/Turabian StyleSlava Jankin Mikhaylov; Marc Esteve; Averill Campion. 2018. "Artificial intelligence for the public sector: opportunities and challenges of cross-sector collaboration." Philosophical Transactions of the Royal Society of London. Series A: Mathematical, Physical and Engineering Sciences 376, no. 2128: 20170357.
Big Data and artificial intelligence will have a profound transformational impact on governments around the world. Thus, it is important for scholars to provide a useful analysis on the topic to public managers and policymakers. This study offers an in-depth review of the Policy and Administration literature on the role of Big Data and advanced analytics in the public sector. It provides an overview of the key themes in the research field, namely the application and benefits of Big Data throughout the policy process, and challenges to its adoption and the resulting implications for the public sector. It is argued that research on the subject is still nascent and more should be done to ensure that the theory adds real value to practitioners. A critical assessment of the strengths and limitations of the existing literature is developed, and a future research agenda to address these gaps and enrich our understanding of the topic is proposed.
Irina Pencheva; Marc Esteve; Slava Jankin Mikhaylov. Big Data and AI – A transformational shift for government: So, what next for research? Public Policy and Administration 2018, 35, 24 -44.
AMA StyleIrina Pencheva, Marc Esteve, Slava Jankin Mikhaylov. Big Data and AI – A transformational shift for government: So, what next for research? Public Policy and Administration. 2018; 35 (1):24-44.
Chicago/Turabian StyleIrina Pencheva; Marc Esteve; Slava Jankin Mikhaylov. 2018. "Big Data and AI – A transformational shift for government: So, what next for research?" Public Policy and Administration 35, no. 1: 24-44.
A recent trend in public administration studies has been to assess how public management is performed by politicians and top civil servants. Surprisingly, little is known about how these different posts develop their management roles. Following seminal management studies, we focus on core management roles to compare the ways in which politicians and top civil servants develop their management responsibilities within public organisations. Empirical evidence is provided by triangulating three separate studies developed in Spain. Results from the triangulation show that there is unmistakable evidence of differentiations between politicians and top civil servants when performing their managerial roles.
Carlos Losada; Marc Esteve. Management Roles in Political and Senior Civil Servant Positions: A Multiple-Study Approach. International Public Management Journal 2017, 21, 850 -876.
AMA StyleCarlos Losada, Marc Esteve. Management Roles in Political and Senior Civil Servant Positions: A Multiple-Study Approach. International Public Management Journal. 2017; 21 (5):850-876.
Chicago/Turabian StyleCarlos Losada; Marc Esteve. 2017. "Management Roles in Political and Senior Civil Servant Positions: A Multiple-Study Approach." International Public Management Journal 21, no. 5: 850-876.
Systematic reviews of research methods in the public administration field have assessed the progress of research practice and offered relevant recommendations to further develop research quality. But most recent reviews examine quantitative studies, and the few assessments of qualitative scholarship tend to focus on specific dimensions. This article calls attention to the overall practice of qualitative research in the field of public administration. The authors analyzed 129 qualitative studies published during a five-year period (2010–14) in the six top public administration journals, combining bibliometric and qualitative analyses. Three findings are drawn from the analysis. First, qualitative work represents a very small percentage of the journal articles published in the field. Second, qualitative research practice uses a small range of methodologies, mainly case studies. Finally, there is inconsistency in reporting methodological decisions. The article discusses the implications of these findings and offers recommendations to ensure methodological rigor while considering the integrity of the logic of inquiry and reporting standards of qualitative research practice.
Sonia M. Ospina; Marc Esteve; Seulki Lee. Assessing Qualitative Studies in Public Administration Research. Public Administration Review 2017, 78, 593 -605.
AMA StyleSonia M. Ospina, Marc Esteve, Seulki Lee. Assessing Qualitative Studies in Public Administration Research. Public Administration Review. 2017; 78 (4):593-605.
Chicago/Turabian StyleSonia M. Ospina; Marc Esteve; Seulki Lee. 2017. "Assessing Qualitative Studies in Public Administration Research." Public Administration Review 78, no. 4: 593-605.
Since the onset of the Great Recession, “doing more with less” has become a policy mantra. To do more with less, a range of governments have concurrently imposed wage cuts and greater work demands on public employees. This article assesses the impact of these changes on the job satisfaction and work motivation of public employees in 34 European countries. Congruent with previous studies linking income and working hours with job attitudes, the article finds a negative impact on both. There are no free austerity lunches: while public employees may work longer hours for lower pay, they are less satisfied and less motivated when doing so. One caveat applies: the effect on motivation—although not satisfaction—is mitigated when employees feel that their values are aligned with those of their organization. This puts a premium on public managers fostering value alignment, particularly when it is hardest to achieve: in times of cutbacks.
Marc Esteve; Christian Schuster; Adria Albareda; Carlos Losada. The Effects of Doing More with Less in the Public Sector: Evidence from a Large-Scale Survey. Public Administration Review 2017, 77, 544 -553.
AMA StyleMarc Esteve, Christian Schuster, Adria Albareda, Carlos Losada. The Effects of Doing More with Less in the Public Sector: Evidence from a Large-Scale Survey. Public Administration Review. 2017; 77 (4):544-553.
Chicago/Turabian StyleMarc Esteve; Christian Schuster; Adria Albareda; Carlos Losada. 2017. "The Effects of Doing More with Less in the Public Sector: Evidence from a Large-Scale Survey." Public Administration Review 77, no. 4: 544-553.
The political–bureaucratic interface has been the subject of much academic interest. However, research has tended to focus exclusively on wealthy institutionalized democracies, with little attention given to the political–administrative relationship in developing countries. However, recent evidence from reform processes in poorer nations increasingly highlights the importance of interactions between politicians and bureaucrats. This paper provides a systematic overview of the political–bureaucratic relationship in developing countries and in doing so makes two key contributions. First, it introduces a typology of political–bureaucratic relations based on four models—collaborative, collusive, intrusive, and integrated—discussing examples of each. Second, it analyses the main factors associated with different models of political–bureaucratic relations and considers how countries can move from one model of relations to another. The paper provides a much-needed entry point for scholars and policymakers to better understanding the relationship between politicians and bureaucrats in developing countries. Copyright © 2017 John Wiley & Sons, Ltd.
Niheer Dasandi; Marc Esteve. The Politics-Bureaucracy Interface in Developing Countries. Public Administration and Development 2017, 37, 231 -245.
AMA StyleNiheer Dasandi, Marc Esteve. The Politics-Bureaucracy Interface in Developing Countries. Public Administration and Development. 2017; 37 (4):231-245.
Chicago/Turabian StyleNiheer Dasandi; Marc Esteve. 2017. "The Politics-Bureaucracy Interface in Developing Countries." Public Administration and Development 37, no. 4: 231-245.
Germà Bel; Marc Esteve; Peter Matthews; Tamara Metze. Editorial statement. Local Government Studies 2017, 43, 139 -141.
AMA StyleGermà Bel, Marc Esteve, Peter Matthews, Tamara Metze. Editorial statement. Local Government Studies. 2017; 43 (2):139-141.
Chicago/Turabian StyleGermà Bel; Marc Esteve; Peter Matthews; Tamara Metze. 2017. "Editorial statement." Local Government Studies 43, no. 2: 139-141.
In this paper, we examine collective action problems in the UK government in the process of contracting public services to the private sector. In particular, we examine the Ministry of Justice (MoJ) and its evolution in contract monitoring as part of a larger effort of the government to join up departments in contract management. By analyzing MoJ’s management of the electronic tagging contract with G4S and Serco, we show that a lack of coordination within the department and with other departments was a major reason for the overbilling by the two companies. Recent efforts to join up contract management efforts throughout government show promise in rectifying these contracting issues.
Colin Provost; Marc Esteve. Collective action problems in the contracting of public services. Journal of Strategic Contracting and Negotiation 2016, 2, 227 -243.
AMA StyleColin Provost, Marc Esteve. Collective action problems in the contracting of public services. Journal of Strategic Contracting and Negotiation. 2016; 2 (3):227-243.
Chicago/Turabian StyleColin Provost; Marc Esteve. 2016. "Collective action problems in the contracting of public services." Journal of Strategic Contracting and Negotiation 2, no. 3: 227-243.
Public Service Motivation (PSM) is a topic that has generated considerable interest among Public Administration scholars. Research on PSM has mainly focused on either defining what PSM is and how this construct can be measured or on testing how PSM affects individual and organizational variables. However, very little is known about how the motivation to serve the public interest is influenced by personality. We evaluate the psychological antecedents of PSM by distinguishing two classes of motives behind PSM: affective versus nonaffective motives. Our analysis of data from responses to two independent questionnaires by 320 undergraduate students reveals that PSM is strongly influenced by core personality traits. Our results suggest that affective motives of PSM—Compassion (COM) and Self-Sacrifice (SS)—are positively influenced by the personality traits of Honesty-Humility, Emotionality, and Agreeableness, and negatively by Conscientiousness. In contrast, nonaffective PSM motives—Attraction to Policy-Making (APM) and Commitment to the Public Interest (CPI)—are positively associated with the Openness to Experience trait.
A. van Witteloostuijn; Marc Esteve; George Boyne. Public Sector Motivationad fonts: Personality Traits as Antecedents of the Motivation to Serve the Public Interest. Journal of Public Administration Research and Theory 2016, 27, 20 -35.
AMA StyleA. van Witteloostuijn, Marc Esteve, George Boyne. Public Sector Motivationad fonts: Personality Traits as Antecedents of the Motivation to Serve the Public Interest. Journal of Public Administration Research and Theory. 2016; 27 (1):20-35.
Chicago/Turabian StyleA. van Witteloostuijn; Marc Esteve; George Boyne. 2016. "Public Sector Motivationad fonts: Personality Traits as Antecedents of the Motivation to Serve the Public Interest." Journal of Public Administration Research and Theory 27, no. 1: 20-35.
Although research on public service motivation (PSM) is vast, there is little evidence regarding the effects of PSM on observable behavior. This article contributes to the understanding of the behavioral implications of PSM by investigating whether PSM is associated with prosocial behavior. Moreover, it addresses whether and how the behavior of other group members influences this relationship. The article uses the experimental setting of the public goods game, run with a sample of 263 students, in combination with survey-based PSM measures. A positive link is found between PSM and prosocial behavior. This relationship is moderated by the behavior of other group members: high-PSM people act even more prosocially when the other members of the group show prosocial behavior as well, but they do not do so if the behavior of other group members is not prosocial.
Marc Esteve; Diemo Urbig; A. van Witteloostuijn; George Boyne. Prosocial Behavior and Public Service Motivation. Public Administration Review 2015, 76, 177 -187.
AMA StyleMarc Esteve, Diemo Urbig, A. van Witteloostuijn, George Boyne. Prosocial Behavior and Public Service Motivation. Public Administration Review. 2015; 76 (1):177-187.
Chicago/Turabian StyleMarc Esteve; Diemo Urbig; A. van Witteloostuijn; George Boyne. 2015. "Prosocial Behavior and Public Service Motivation." Public Administration Review 76, no. 1: 177-187.