Public Management Review

2008 - 2025

Current editor(s): Stephen P. Osborne

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Volume 27, issue 6, 2025

From boom to transformation: assessing the paradigm shift in public policies for the Social Economy in South Korea pp. 1489-1512

Jiae Seo

How does digital monitoring influence volunteer behaviour? The mediating role of emotional labour pp. 1513-1532

Qing Miao and Lin Han Yu

Predictors of change outcomes in mandated change: unpacking the outcome triangle pp. 1533-1562

Sanja Korac, Birgit Moser-Plautz, Sarah Müller and Iris Saliterer

Private organization’s moral behaviour and citizen support for public-private partnerships: evidence from a survey experiment pp. 1563-1587

Vaiva Kalesnikaite and Keith Baker

A dynamic study of citizen satisfaction: replicating and extending Van Ryzin’s “testing the expectancy disconfirmation model of citizen satisfaction with local government” pp. 1588-1606

Nathan Favero, Richard M. Walker and Jiasheng Zhang

How do non-profits use profits? Evidence from U.S. non-profit hospitals pp. 1607-1630

Jiahuan Lu and Young Joo Park

Interlocal collaborative processes and network position: the combined effects on environmental performance pp. 1631-1651

Guimin Zheng, Hongtao Yi, Frances Berry and Tian Tang

Empowered service users: peer workers co-production in Norwegian mental health and substance use services pp. 1652-1674

Kristina Bakke Åkerblom and Jonathan Quetzal Tritter

Time to rediscover task-oriented leadership? A multi-source, time-lagged study on leadership and well-being in public service jobs pp. 1675-1700

Matthias Döring, Signe Pihl-Thingvad and Rick Vogel

Social enterprise as political work: perspectives from the global south pp. 1701-1740

Yanto Chandra and Simon Teasdale

Volume 27, issue 5, 2025

Organizational changes in the public sector and employee presenteeism: does (change) leadership matter? pp. 1245-1268

Sarah M. L. Krøtel and Ann-Kristina Løkke

Psychological needs at work and job satisfaction: is there a divide between the public and private sectors? pp. 1269-1291

Nicole Duerrenberger and Susanne Warning

Repairing public trust through communication in health crises: a systematic review of the literature pp. 1292-1312

Yifan Liu and Henrique Duarte

Does organizational change trigger civil servant proactivity? The impact of past changes experienced pp. 1313-1332

Stéphanie Verlinden, Tobias Bach, Jan Wynen, Bjorn Kleizen and Koen Verhoest

The role of employee empowerment in promoting perceived behavioural control over whistleblowing: implications for public organizations pp. 1333-1356

Ju Won Park and Sun Young Kim

Public values? A systematic literature review into the outcomes of public service co-creation pp. 1357-1389

Léon Acar, Trui Steen and Bram Verschuere

The impact of virtual reality on private value dimensions: a healthcare case study pp. 1390-1416

Higor Leite

Understanding transversal leadership in public organizations: conceptualization and development of a measurement scale pp. 1417-1443

Anders Barslund Grøn and Christian Bøtcher Jacobsen

Digital transformation in public sector auditing: between hope and fear pp. 1444-1468

Tamara Volodina and Giuseppe Grossi

Watching care behind closed doors: upward and downward accountability mechanisms in nursing home services pp. 1469-1488

Ixchel Pérez-Durán and Stephan Grimmelikhuijsen

Volume 27, issue 4, 2025

Two sides of the same coin: how does civil servants’ public service motivation affect work-family conflict? pp. 915-934

Cheng Chen, Chung-An Chen, Bangcheng Liu and Tian Chen

Organizational fragmentation and service performance of municipal water districts pp. 935-955

Temirlan T. Moldogaziev, Tyler A. Scott and Robert A. Greer

Do networks get emotional? The role of leaders’ emotions for (network) success pp. 956-980

Benedetta Trivellato, Daniela Cristofoli, Giovanna Galizzi, Mariafrancesca Sicilia and Ileana Steccolini

How client characteristics cause extra-role behaviours in public service: uncovering invisible frontline work pp. 981-1001

Paw Hansen

What contributes to the development of local non-profit organizations in China? A configuration analysis of the industrial development paradigm pp. 1002-1024

Ran Zhang and Xinxin Lou

Does only performance feedback matter in public organizations? Testing the moderating role of directional managerial networking on performance improvement pp. 1025-1049

Intae Kim and Yeongjun Ko

Enabling street-level work: minimal structures for customized social services pp. 1050-1067

E. Lianne Visser

Gendered cooperation in a post-NPM era: a comparative study of the perceptions of municipal technostructure experts and middle-line managers pp. 1068-1088

Anna Cregård and Tina Forsberg

Public officials’ motivated reasoning and their interpretation of policy information pp. 1089-1115

Koen Migchelbrink, Pieter Raymaekers, Valérie Pattyn and Peter De Smedt

Collaboration in action: How micro-level relational dynamics are connected with issue frame convergence in collaborative governance networks pp. 1116-1134

Lieselot Vandenbussche, Jurian Edelenbos and Jasper Eshuis

The govern(mentality) of financial reporting reform: lessons from UK central government pp. 1135-1156

Elaine Stewart and Ciaran Connolly

Performance information, expectations and satisfaction with public service delivery in the context of co-production initiatives pp. 1157-1178

Joris van der Voet and Petra van den Bekerom

Capabilities for transformative sustainability management in cities pp. 1179-1203

Riina Bhatia, Matti Pihlajamaa, Kirsi Hyytinen and Anni Jäntti

Accelerating social initiatives: an exploratory study on scaling in the social sector pp. 1204-1223

Marion van Lunenburg

Citizens’ illegal behaviour as a response to unsatisfactory street-level encounters: the causal relationship between procedural justice and vigilantism pp. 1224-1244

Ofek Edri-Peer and Nissim Cohen

Volume 27, issue 3, 2025

Technological vulnerability and knowledge of cyber-incidents: threats to innovativeness in local governments? pp. 545-571

Federica Fusi, Heyjie Jung and Eric Welch

Speaking truth to power … or to the Ivory tower? Public affairs researchers’ reports of practitioners’ use of their research pp. 572-597

Barry Bozeman, Spencer Lindsay, John P. Nelson and Stuart Bretschneider

Improvements in employee performance management over time: evidence from U.S. federal agencies pp. 598-622

Hyung-Woo Lee and Peter J. Robertson

Two decades of public sector innovation: building an analytical framework from a systematic literature review of types, strategies, conditions, and results pp. 623-652

J. Ignacio Criado, Laura Alcaide-Muñoz and Irene Liarte

Key drivers and barriers to senior public managers’ engagement in digital service innovative behaviour: a qualitative study pp. 653-678

Hedva Vinarski Peretz and Aviv Kidron

Promoting ethical voice in the police: a daily Examination of ethical vision, LMX ambivalence, and interpersonal justice pp. 679-701

Mathieu Molines, Martin Storme and Matthieu Mifsud

Street-level bureaucrats as policymakers in the implementation of information system in social services pp. 702-721

Paula Rossi, Sanna Tuurnas and Jari Stenvall

Value co-destruction through misintegration of resources within a public service ecosystem pp. 722-745

Johanna Liljeroos-Cork and Mika Luhtala

Do public frontline managers involve frontline professionals in managerial decision-making in response to crisis? Evidence from Danish hospitals during COVID-19 pp. 746-767

Mathias Rask Østergaard-Nielsen

How does citizen-centric co-production lead to value co-creation? A perspective of interactive governance pp. 768-793

Huanming Wang and Bing Ran

Health and social care integration: fixing a fixed service ecosystem for value co-creation pp. 794-816

Kirsty Strokosch and Michael Roy

Improvisational theatre as a viable path? Exploring interaction antecedents in public service innovation processes attempting to implement and sustain eHealth solutions pp. 817-835

Susanne Eriksen, Anne-Marie Dahler and Christine Øye

Unethical behaviours, leadership, and gender in the village development programme: the case of rural Sri Lanka pp. 836-869

Niranjala Hulugalla, Mai Seki, Kyohei Yamada and Makoto Kakinaka

Taxing experiences: theorizing negative incidents at the frontlines pp. 870-892

Shelena Keulemans and Dorian Schaap

Through the eyes of the involved: the extent to which different types of influence shape public employed frontline professionals’ perception of involvement in organizational decision-making pp. 893-914

Mathias Rask Østergaard-Nielsen

Volume 27, issue 2, 2025

Intersecting public management and social equity Introduction to the special issue of Public Management Review pp. 385-394

Sarah L. Young, Kimberly K. Wiley and Denita Cepiku

Social equity for wicked problems: achieving racial equity in homeless service provision pp. 395-427

Saerim Kim, Hyokyung Kwak, Emily Nwakpuda, Andrew Sullivan and Vanessa M. Fenley

Situating public management’s contributions to social equity: using decomposition analysis to examine U.S. child welfare outcome disparities pp. 428-451

Dallas J. Elgin, David P. Carter and Anthony M. Starke

Ensuring social equity through service integration design pp. 452-472

Sofi Perikangas, Anne Määttä and Sanna Tuurnas

No two-party game: how third-sector organizations alter administrative burden and improve social equity pp. 473-494

Maria Tiggelaar and Bert George

Driving nonprofit hospitals to address health equity in community pp. 495-519

Young Joo Park and Kiwoong Park

Challenges and opportunities for equity in public management: Digital applications in multicultural Smart cities pp. 520-543

Lihi Lahat and Regev Nathansohn

Volume 27, issue 1, 2025

Monetary and symbolic rewards: do they matter for fostering co-commissioning and co-delivery of public services? pp. 1-28

Carmela Barbera, Tina Nabatchi, Alessandro Sancino and Mariafrancesca Sicilia

Continuity of Operations and Organisational Resilience during the COVID-19 Pandemic: Lessons from City Governments in the US Northeast Region pp. 29-49

Qianli Yuan, Mila Gasco-Hernandez, J. Ramon Gil-Garcia, Meghan E. Cook and Theresa A. Pardo

Break my stride? The impact of collaboration entrants on community-level performance for economic development pp. 50-73

Xin Chen and Andrew A. Sullivan

Collaborative governance in strong state settings: perceived voluntariness and the role of the state in Rural China pp. 74-108

Lihua Yang and Kirk Emerson

Compensatory collaborative governance: filling pandemic transparency gaps in Brazil and the United States pp. 109-134

Eduardo Bizzo and Gregory Michener

Scrutinizing governments’ collaborative learning: partner selection strategies and knowledge dimensions’ development pp. 135-162

Jose M. Barrutia and Carmen Echebarria

The trickle-down effect of mayors’ and administrators’ change leadership on employees’ change-supportive behaviour during COVID-19: The importance of local root similarity pp. 163-182

Wisanupong Potipiroon and Worasan Thawornprasert

‘It’s a match!’: a discrete choice experiment on job attractiveness for public service jobs pp. 183-217

Guillem Ripoll, Xavier Ballart, Enrique Hernández and Wouter Vandenabeele

Creating and maintaining momentum – relational work in public-private innovation partnerships pp. 218-240

Majbritt R. Evald, Thomas Hoholm, Tuija Mainela and Hannu Torvinen

Exploring the impact of collaboration processes on policy networks success: a case study of food policy councils pp. 241-272

Beomgeun Cho, In Hae Noh, April M Roggio and Luis Felipe Luna-Reyes

Pay-for-performance, job attraction, and the prospects of bureaucratic representation in public organizations: evidence from a conjoint experiment pp. 273-296

Mogens Jin Pedersen, Nathan Favero and Joohyung Park

When extreme work becomes the norm: an exploration of coping strategies of public sector nurses pp. 297-316

Mohamed Mousa, Shlomo Tarba, Ahmad Arslan and Sir Cary Cooper

Buffer and booster? Testing PSM’s role in job demands-resources theory pp. 317-339

Ulrich Thy Jensen and Ann-Louise Holten

Who “We” are matters: the influence of organizational identity orientation on public participation in government pp. 340-359

Julie Langer and Mary K. Feeney

Beyond reporting: What drives performance data use in sustainability management? Empirical evidence from U.S. cities pp. 360-383

Angela Y.S. Park