Public Management Review

2008 - 2024

Current editor(s): Stephen P. Osborne

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Volume 26, issue 12, 2024

Expectations versus reality: the sustainability of co-production approaches over time pp. 3409-3428

Caitlin McMullin

When the time is right: testing for dynamic effects in collaborative performance pp. 3429-3455

Germà Bel and Thomas Elston

Transformational change in a hospital: how time and history constitute leadership agency pp. 3456-3480

Jette Ernst

Paths to citizens-controlled coproduction: The use of blockchain technology in digital coproduction pp. 3481-3500

Evrim Tan and A. Paula Rodriguez Müller

Encourage or impede? The relationship between trust in government and coproduction pp. 3501-3528

Bingsheng Liu, Sen Lin, Siqi He and Jinfeng Zhang

Preparing the ground for smart working in the public sector: insights from an empirical analysis on municipalities pp. 3529-3555

Davide Giacomini and Rocco Palumbo

Reducing administrative burdens to increase the take-up of public services: the case of vaccination intentions pp. 3556-3576

Paola Cantarelli, Nicola Belle, Pamela Herd and Donald P. Moynihan

Drivers of adaptive resilience of public sector organizations: an investigation into the individual characteristics of hybrid professional managers pp. 3577-3600

Luca Piubello Orsini, Chiara Leardini, Stefano Landi and Gianluca Veronesi

Understanding and supporting change in health systems using the strategic action fields framework: the availability and origin of sources of authority pp. 3601-3621

Rasa Mikelyte, Anna Coleman, Jenny Billings, Julie MacInnes, Sarah Croke, Pauline Allen and Kath Checkland

Citizen engagement in public sector innovation: exploring the transition between paradigms pp. 3622-3642

Huong Nguyen, Ina Drejer and Pilar Marques

A connotation to public sector creativity: creative public servants’ tendencies to opt for rule-bending pp. 3643-3663

Glenn Houtgraaf, Peter M. Kruyen and Sandra van Thiel

Environmental antecedents, innovation experience, and officials’ innovation willingness: evidence from China pp. 3664-3691

Biao Huang, Xiaodie Wu and Felix Wiebrecht

Adopting agile in government: a comparative case study pp. 3692-3714

Oliver Neumann, Pascale-Catherine Kirklies and Carina Schott

Drivers of collaborative governance for the green transition pp. 3715-3740

Rasmus Øjvind Nielsen, Eva Sørensen and Jacob Torfing

Managing portfolios of Co-creation projects in the public sector organization pp. 3741-3762

Kristian H. Mikkelsen and Asbjørn Røiseland

Volume 26, issue 11, 2024

Analysing the development of performance measures in US federal agencies: has the GPRA Modernization Act worked? pp. 3059-3081

Yoonho Kim

Is government escaping blame? the effect of contracting and victim attributes in a prisoner transportation experiment pp. 3082-3103

Zachary Mohr, Jared McDonald, Jaclyn Piatak and Suzanne Leland

Creeping crises and public administration: a time for adaptive governance strategies and cross-sectoral collaboration? pp. 3104-3125

Isabella M. Nolte and Jörg Lindenmeier

Dynamics in network governance of infrastructure public-private partnerships: evidence from four municipalities of China pp. 3126-3150

Zhibin Hu, Guangdong Wu, Huanming Wang and Guofeng Qiang

Public service management reform: an institutional work and collective framing approach pp. 3151-3175

Julie Bertz, Martin Quinn and John Burns

Does participatory budgeting improve public service performance? Evidence from New York City pp. 3176-3200

Andreas D. Sihotang

Abusive supervision and turnover intention among public servants: the roles of psychological distress and person-organization fit pp. 3201-3226

Nhung Thi Hong Nguyen, Diep Nguyen, Stephen Teo and Matthew J. Xerri

Public service management during the Covid-19 lockdown: a qualitative study pp. 3227-3245

Alessandro Sancino and Stefano Tasselli

The management of bias and noise in public sector decision-making: experimental evidence from healthcare pp. 3246-3269

Nicola Belle, Paola Cantarelli and Sophie Y. Wang

Do network management and trust matter for network outcomes? A meta-analysis and research agenda pp. 3270-3297

Bert George, Erik Hans Klijn, Emma Ropes and Antonia Sattlegger

Conflicts over public value within public service ecosystems: a strategic action field approach pp. 3298-3319

Per Skålén, Marit Engen and Line Jenhaug

Aligning the steering of governmental organizations a comparative mixed-methods study in Denmark using stewardship theory pp. 3320-3341

Heidi Houlberg Salomonsen, Thomas Schillemans and Lars Brummel

OK computer: applying the public service logic on digital health services pp. 3342-3364

Barbara Zyzak and Pål Erling Martinussen

Do political and social accountability arrangements increase citizens’ legitimacy perceptions? A vignette experiment in the Netherlands pp. 3365-3389

Lars Brummel and Lisanne de Blok

Let’s pack the backpack together: rethinking routines in public innovation as interactions and public value creation pp. 3390-3407

Anne Reff Pedersen and Vibeke Kristine Scheller

Volume 26, issue 10, 2024

Personality traits and public service motivation as psychological antecedents of managerial networking pp. 2701-2727

Lorenz Schönherr and Julia Thaler

Paradoxes in collaborative governance pp. 2728-2753

Huiting Qi and Bing Ran

Exploring public participation modes in government: The case of infrastructure policies pp. 2754-2775

Rotem Dvir, Xinsheng Liu and Arnold Vedlitz

Boundary spanning and partnership performance: bringing the structural perspective into the game pp. 2776-2801

Mads Peter Klindt, Kelvin Baadsgaard and Henning Jørgensen

The impact of telework on the satisfaction of U.S. federal workers pp. 2802-2818

Gregory B. Lewis, Ximena Pizarro-Bore and M. Blake Emidy

Workplace spirituality and service-oriented performance via work engagement in public organizations: the moderating role of service climate pp. 2819-2846

Zaid Oqla Alqhaiwi and Tuan Luu

Complexity, errors, and administrative burdens pp. 2847-2867

Matthew M. Young, Mallory Compton, Justin B. Bullock and Robert Greer

Motivational signals in public sector job advertisements and how they relate to attracting and hiring candidates pp. 2868-2900

Dominik Vogel, Matthias Döring and Martin Sievert

Navigating the ‘meaningless’ of social innovation: perspectives of social care practitioners in Scotland pp. 2901-2920

Fiona Henderson and Simon Teasdale

The networked bureaucracy: reinventing formalization in the context of collaborative governance pp. 2921-2942

Miranda Kanon

Institutional logics and relational shifts: permeating hierarchies and silos in the healthcare sector pp. 2943-2965

Elmé Vivier, Bryan Robinson, Louis Jenkins and Arnold Smit

The role of public workforce diversity and the administrative ecosystem in advancing digital public service innovation pp. 2966-2991

Luciana Cingolani and Diego Salazar-Morales

Constraining co-creation? An ethnographic study of Healthwatch organizations in England pp. 2992-3012

Graham P. Martin, Amit Desai, Giulia Zoccatelli, Sally Brearley and Glenn Robert

Social enterprise and social entrepreneurship in the Public Administration (PA) scholar field: a bibliometric analysis and some conceptual considerations pp. 3013-3039

Francesca Calo, Alessandro Sancino and Fulvio Scognamiglio

Developing New Public Governance as a public management reform model pp. 3040-3056

Andreas Hagedorn Krogh and Peter Triantafillou

Correction pp. 3057-3058

The Editors

Volume 26, issue 9, 2024

NPM reconsidered: towards the study of enduring forms of NPM pp. 2531-2541

Sorin Dan, Per Lægreid and David Špaček

Reform, hybridization, and revival: the status of new public management in Australia and New Zealand pp. 2542-2560

Shaun Goldfinch and John Halligan

Re-organizing the service-delivery machine in a “post-NPM” era: a shopping-basket approach? pp. 2561-2585

Germà Bel and Mattia Casula

The rise and fall of an NPM-style reform in China: a longitudinal case study of sanitation service delivery in Guangzhou pp. 2586-2610

Cheng Chen, Bin Chen and George E. Mitchell

Creation of state organizations: experiments with ideal-type reform models in a non-Western country pp. 2611-2629

Abiha Zahra and Geert Bouckaert

Performance funding of universities and its impacts on accountability: the case of the Czech Republic and Slovakia pp. 2630-2652

Michal Plaček, Juraj Nemec, Robert Jahoda and Ivan Malý

New public management marketizers versus Neo-Weberian state modernizers? Institutional configurations of social impact bond utilization among 18 OECD countries pp. 2653-2679

Jesse Hajer and Bin Chen

Governance innovation as social imaginaries: challenges of post-NPM pp. 2680-2699

Elin K. Funck and Tom S. Karlsson

Volume 26, issue 8, 2024

Vale Siobhan O’Sullivan pp. i-i

Jenny M Lewis

Making choices in addressing sustainability problems: A link to framing effects and protected values pp. 2169-2193

Walter Lepore and J. Barton Cunningham

Government transparency: paradoxes and dilemmas pp. 2194-2217

Olumide Adeoye and Bing Ran

A population ecology of network domains pp. 2218-2241

Branda Nowell and Kate Albrecht

Engaging experts by experience as co-producers: challenges and strategies pp. 2242-2259

Charlotte Van Dijck and Trui Steen

Exploring the dysfunctional consequences of performance evaluation systems: how does ‘evaluation overload’ affect organizational performance? pp. 2260-2279

Youngmin Oh

Organizational risk perception in public agencies: the role of contracting and scientific and professional information pp. 2280-2305

Mattia Caldarulo and Eric W. Welch

Does the teaming of career street-level bureaucrats and lay officials promote street-level resolutions that favour the citizens’ claims? pp. 2306-2330

Sagi Gershgoren and Nissim Cohen

Public value creation mechanisms in the context of public service logic: an integrated conceptual framework pp. 2331-2354

Petri Virtanen and Harri Jalonen

Who guards the guards with AI-driven robots? The ethicalness and cognitive neutralization of police violence following AI-robot advice pp. 2355-2379

Lisa Hohensinn, Jurgen Willems, Meikel Soliman, Dieter Vanderelst and Jonathan Stoll

A persistent ideal of public services networks amid alternative reform strategies: a study over three decades pp. 2380-2401

Nicolette van Gestel

Organizing for co-production: the role of leadership cultures pp. 2402-2428

Britt Regal, Alexandra Budjanovcanin, Sam van Elk and Ewan Ferlie

Public perceptions of cross-sector collaboration and sector bias: evidence from a survey experiment pp. 2429-2451

Seulki Lee and Minjung Kim

Co-production with vulnerable people: an exploratory study in mental health care pp. 2452-2470

Taco Brandsen, Marlies Honingh, Peter Kruyen and Marieke van Geffen

Boundaries of ethical leadership in mitigating workplace bullying: the moderation effect of team power distance orientation pp. 2471-2498

Diep Nguyen, Michelle Tuckey, Stephen Teo, Thanh-Truc Le and Nguyen-Vuong Khoi

Mediation analysis of public emotions in response to policy implementation performance during crises: the case of COVID-19 management policies in the UK pp. 2499-2530

Meichen Lu, Maged Ali, Wen Zhang and Niraj Kumar

Volume 26, issue 7, 2024

Be prepared! Local politicians’ proclivity for local government adaptive capacity building in response to COVID-19: the role of risk perceptions pp. 1803-1826

Sebastian Desmidt and Kenn Meyfroodt

Frontline organizations as experimental settings for policy change: why public management matters even more pp. 1827-1848

Anat Gofen, Oliver Meza and Carlos Moreno-Jaimes

Unlocking the process of collaborative innovation - Combining mechanisms of divergence and convergence pp. 1849-1870

Chesney Callens and Koen Verhoest

Performance feedback, blame avoidance, and data manipulation in the public sector: evidence from China’s official city air quality ranking pp. 1871-1891

Shaowei Chen

Examining municipalities’ choices of service delivery modes through the lens of historical institutionalism pp. 1892-1914

David Vos and Joris Voets

New public management in U.S. higher education: is privatization associated with lower costs? pp. 1915-1940

Kevin R. McClure, Adriana C. Vamosiu, Marvin A. Titus and Steffon M. Gray

The threat of appearing lazy, inefficient, and slow? Stereotype threat in the public sector pp. 1941-1962

Katharina Dinhof, Sheeling Neo, Isa Bertram, Robin Bouwman, Noortje de Boer, Gabriela Szydlowski, Jurgen Willems and Lars Tummers

Digitally-induced change in the public sector: a systematic review and research agenda pp. 1963-1987

Nathalie Haug, Sorin Dan and Ines Mergel

From the inside looking out: towards an ecosystem paradigm of third sector organizational performance measurement pp. 1988-2013

Laura Lebec and Adina Dudau

The ‘service turn’ in a new public management context: a street-level bureaucrat perspective pp. 2014-2038

E. Eriksson and T. Andersson

Ready, set, crisis – transitioning to crisis mode in local public administration pp. 2039-2063

Franziska Graf, Alexa Lenz and Steffen Eckhard

Working 9 to 5? A cross-national analysis of public sector worker stereotypes pp. 2064-2093

Sheeling Neo, Isa Bertram, Gabriela Szydlowski, Robin Bouwman, Noortje de Boer, Stephan Grimmelikhuijsen, Étienne Charbonneau, M. Jae Moon and Lars Tummers

Scaling deep through transformative learning in public sector innovation labs – experiences from Vancouver and Auckland pp. 2094-2121

Lindsay Cole and Penny Hagen

Boundary spanning for contractual fairness in public infrastructure projects: its impact on performance and innovation pp. 2122-2143

Ingmar van Meerkerk, Rianne Warsen and Erik-Hans Klijn

Managing the performance of healthcare networks: a ‘dance’ between control and collaboration pp. 2144-2168

Jenna M. Evans, Elana Commisso, Agnes Grudniewicz, Jennifer Im, Jeremy Veillard and Gregory Richards

Volume 26, issue 6, 2024

What makes work smart in the public sector? Insights from a bibliometric analysis and interpretive literature review pp. 1449-1474

Rocco Palumbo, Mohammad Fakhar Manesh and Damiano Petrolo

Citizen perceptions of public school efficiency: evidence from the U.S pp. 1475-1497

Eric J. Brunner, Mark D. Robbins and Bill Simonsen

Bureaucrat or artificial intelligence: people’s preferences and perceptions of government service pp. 1498-1525

Dongfang Gaozhao, James E. Wright and Mylah K. Gainey

Death anxiety among street-level bureaucrats: how does it affect their work drive and performance? pp. 1526-1546

Chidiebere Ogbonnaya, Moazzam Ali, Muhammad Usman, Mayowa T. Babalola, Shuang Ren and Yasin Rofcanin

Can’t buy me love? An experiment on the relationship between federal grant spending and public approval of federal agencies pp. 1547-1565

Laine P. Shay and Jason S. Byers

The new era leadership for the public sector? Entrepreneurship, effectiveness, and democracy pp. 1566-1582

Roberto Vivona

What triggers public-private partnership (PPP) renegotiations in the United States? pp. 1583-1609

Jonathan L. Gifford, Lisardo A. Bolaños, Nobuhiko Daito and Carter B. Casady

Role perceptions, collaboration and performance: insights from identity theory pp. 1610-1630

Joëlle van der Meer

Fraught with tension? A machine-learning approach to termination traits of public corporations in English and German local governments pp. 1631-1657

Maike Rackwitz

An empirical conceptualization of front line enablement by performance management pp. 1658-1683

Nadine Raaphorst

Facilitating inter-municipal collaboration through mandated collaborative platform: evidence from regional environmental protection in China pp. 1684-1705

Rui Mu and Tie Cui

Social innovation during turbulent times: a systematic literature review and research agenda pp. 1706-1730

Francesca Calò, Fulvio Scognamiglio, Enrico Bellazzecca and Edoardo Ongaro

Design for inclusive digital co-production pp. 1731-1751

Sofi Perikangas and Sanna Tuurnas

Overcoming the Productivity Paradox in the Public Sector by Managing Deliberate Learning pp. 1752-1778

Linn Slettum Bjerke-Busch and Sebastian Thorp

Civil servants’ inter-departmental social ties as an impetus for voicing ideas for improvement pp. 1779-1802

Yael Schanin and Sharon Gilad

Volume 26, issue 5, 2024

In memoriam - Gyorgy Jenei and Irvine Lapsley pp. 1109-1112

Stephen Osborne

Managing in all the right directions? The relationship between public managers’ perceived autonomy and leading upwards, sidewards, outwards and downwards pp. 1113-1135

Caroline Howard Grøn, Niels Opstrup, Heidi Houlberg Salomonsen and Anders Ryom Villadsen

Doing better with less: do behavioural capabilities affect street level bureaucrats’ ability to deliver public value? pp. 1136-1155

Yvonne Brunetto, Matthew Xerri and Benjamin Farr-Wharton

Talent management in public science funding organizations: institutional logics, paradoxical tensions and HR actor responses pp. 1156-1177

Alma McCarthy, Thomas Garavan, Denise Holland, Katerina Bohle Carbonell, Turo Virtanen, Paula O Kane and Montgomery Van Wart

Resource dependence and the survival of government-created social enterprises pp. 1178-1200

Rhys Andrews and Ian R. Hodgkinson

Spreading information or engaging the public? The German police’s communication on Twitter pp. 1201-1222

Marc Jungblut and Jens Jungblut

HRM autonomy, integration and performance in government agencies: tests of necessity and sufficiency pp. 1223-1241

Rutger Blom, Bart Voorn and Rick T. Borst

Collaborators, supplementers, purchasers and privatizers - profiling the social and health care delivery forms of finnish municipalities through cluster analysis pp. 1242-1265

Katri Kauppi and Suvituulia Taponen

A bird in the hand: empirically grounded archetypes of collaborative innovation in the public sector pp. 1266-1298

Seidali Kurtmollaiev, Per Egil Pedersen and Trygve Lie

Managing (through) a network of collaborations: A case study on hospital executives’ work in a Dutch urbanized region pp. 1299-1321

Oemar van der Woerd, Jennie Janssens, Wilma van der Scheer and Roland Bal

Public values in the socio-technical construction of autonomous vehicle futures pp. 1322-1340

Emily Soh and Karel Martens

Fiscal outcomes arising from amalgamation: more complex than merely economies of scale pp. 1341-1359

Joseph Drew, Dana McQuestin and Brian Dollery

A time differencing qualitative comparative analysis (QCA) of public-private partnership (PPP) market maturity pp. 1360-1382

Carter B. Casady

The influence of network orchestration and organizational formalization on goal orientation in public service delivery networks: an experimental study pp. 1383-1404

Dimitri Cremers, Remco S. Mannak, John Goedee, Jörg Raab, Antony Pemberton and Casper C. Groenink

Collaborative innovation in a local authority – ‘local economic development-by-project’? pp. 1405-1423

Carlos Ferreira, Kevin Broughton, Kate Broadhurst and Jennifer Ferreira

Managers’ career paths and interlocal collaboration: an agent network collaboration model pp. 1424-1448

Wenna Chen and Hongtao Yi

Volume 26, issue 4, 2024

Task complexity, organizational size, and performance: an examination of the U.S. state budget agencies pp. 837-862

Jia Chen, Yuan Yang and Jinhai Yu

Understanding interlocal collaboration for service delivery for migrant workers during the COVID-19 pandemic: evidence from Guangdong, China pp. 863-883

Xuechun Wang and Ziteng Fan

Walking the tightrope: successful management of public and private interests in hybrid state-owned enterprises pp. 884-907

Alexsander Dauzeley da Silva and Janann Joslin Medeiros

Governmental support strategies and their effects on private capital engagement in public–private partnerships pp. 908-926

Yanbing Han and Hai (David) Guo

Assessing the relevance of governmental characteristics to address wicked problems in turbulent times pp. 927-948

James S. Denford, Gregory S. Dawson, Kevin C. Desouza and Aroon P. Manoharan

A representative-represented matrix: exploring the symbolic effect of minority representation pp. 949-969

Sanghee Park

Active representation and identity taxation: unintended outcome of representative labour? pp. 970-987

Karen Johnston and Emily Yarrow

Preconditions of coordination in regional public organizations pp. 988-1012

S. Davoudi and M. Johnson

User-orientation in public service organizations: making use of value as a thick concept pp. 1013-1032

Pernilla Danielsson and Ulrika Westrup

Relationships matter: how workplace social capital affects absenteeism of public sector employees pp. 1033-1060

Signe Pihl-Thingvad, Vera Winter, Michelle Schelde Hansen and Jurgen Willems

The importance of effectiveness versus transparency and stakeholder involvement in citizens’ perception of public sector algorithms pp. 1061-1082

Pascal D. König, Julia Felfeli, Anja Achtziger and Georg Wenzelburger

Who are leading? A survey of organizational context explaining leadership behaviour of managers and non-managerial employees in public organizations pp. 1083-1107

Marieke van der Hoek and Ben S. Kuipers

Volume 26, issue 3, 2024

Does governing board involvement impact strategy implementation effectiveness? The role of information sharing in the politics-administration interface pp. 565-590

Kenn Meyfroodt and Sebastian Desmidt

Public servants’ creativity: salient stimulators and inhibitors a longitudinal qualitative digital diary study pp. 591-612

Glenn Houtgraaf, Peter Kruyen and Sandra van Thiel

Government crisis messaging on social media, citizen online engagement and compliance with policies pp. 613-634

Xu Han and Cory Baird

Two logics of democracy in collaborative governance: a mapping of clashes and compromises pp. 635-656

Magnus Paulsen Hansen, Peter Triantafillou and Signe Helmer Christensen

Receiving and engaging: can a simple ICT delivered government message change citizen health behavior? A field experiment pp. 657-677

Morten Hjortskov, Simon Zacher Kjeldsen and Emil Sydendal Hansen

A review of open strategy: bridging strategy and public management research pp. 678-700

Jesper Rosenberg Hansen, Madalina Pop, Maria Bak Skov and Bert George

Unpacking the accountability cube and its relationship with blame avoidance pp. 701-723

Wenyan Tu

Public leadership to foster peacebuilding in violently divided societies pp. 724-745

Loua Khalil and Jean Hartley

Effect of knowledge search depth, user co-creation and moderating factors on the outcomes of service innovations by European public sector organizations pp. 746-769

J. H. Burgers, A. Arundel and G. L. Casali

A policy-oriented approach to co-production. The case of homestay accommodation for refugees and asylum seekers pp. 770-792

Matteo Bassoli and Francesca Campomori

Productive resistance in public sector innovation – introducing social impact bonds in Swedish local government pp. 793-810

Mats Fred and Dalia Mukhtar-Landgren

Creating public value in regional policy. Bringing citizens back in pp. 811-835

Carlos Mendez, Andreja Pegan and Vasiliki Triga

Volume 26, issue 2, 2024

Co-producing field experiments in public management research: a guide to enhanced research–practice collaboration pp. 293-312

Ulrich Thy Jensen, Ole Helby Petersen, Christian Bøtcher Jacobsen, Jesper Asring Jessen Hansen and Spiro Maroulis

Relationships between community-led mutual aid groups and the state during the COVID-19 pandemic: complementary, supplementary, or adversarial? pp. 313-333

Jack Rendall, Maeve Curtin, Michael J. Roy and Simon Teasdale

Conceptual foundations of workforce homogeneity in the public sector. Insights from a systematic review on causes, consequences, and blind spots pp. 334-356

Iris Seidemann and Kristina S. Weißmüller

Advocacy as market stewardship in social care quasi-markets pp. 357-378

Celia Green, Gemma Carey and Eleanor Malbon

More than a digital system: how AI is changing the role of bureaucrats in different organizational contexts pp. 379-398

Sarah N. Giest and Bram Klievink

Public service logic and the creation of value propositions through framing pp. 399-420

Maria Taivalsaari Røhnebæk, Valérie François, Norbert Kiss, Alberto Peralta, Luis Rubalcaba, Kirsty Strokosch and Edwina Yida Zhu

Public trust and collaborative governance: an instrumental variable approach pp. 421-442

Yixin Liu

Development of hybrid professionalism: street-level managers’ work and the enabling conditions of public reform pp. 443-465

Eric Breit, Tone Alm Andreassen and Knut Fossestøl

Introducing strategic measures in public facilities management organizations: external and internal institutional work pp. 466-487

Ingrid Svensson, Sara Brorström and Pernilla Gluch

Core-periphery structure and power imbalance in disaster management networks: a Bayesian approach to interorganizational response to a public health disaster pp. 488-513

Minyoung Ku, Min Su Kim and Seong Soo Oh

Strategic planning and performance perceptions of managers and citizens: analysing multiple mediations pp. 514-538

Laure Vandersmissen, Bert George and Joris Voets

Understanding goal formation in strategic public management: a proposed theoretical framework pp. 539-564

John M. Bryson, Bert George and Danbi Seo

Volume 26, issue 1, 2024

Local autonomy and service delivery: how does home rule shape the provision of local public services? pp. 1-24

Xin Chen

The complexities of digitization and street-level discretion: a socio-materiality perspective pp. 25-47

Mohammad Alshallaqi

Public management during a crisis: when are citizens willing to contribute to institutional emergency preparedness? pp. 48-72

Shlomo Mizrahi, Adar Ben-Eliyahu, Nissim Cohen, Uri Hertz, Rotem Miller-Mor, Efrat Mishor and Eran Vigoda-Gadot

Virtual agents in the public service: examining citizens’ value-in-use pp. 73-88

Maryanne Scutella, Carolin Plewa and Carmen Reaiche

Who benefits from collaborative governance? An empirical study from the energy sector pp. 89-113

Minwoo Ahn and Elizabeth Baldwin

Exploring artificial intelligence adoption in public organizations: a comparative case study pp. 114-141

Oliver Neumann, Katharina Guirguis and Reto Steiner

Responding to reforms: resilience through rule-bending and workarounds in the police force pp. 142-161

Vanessa Monties and Stéphanie Gagnon

Artificial intelligence, types of decisions, and street-level bureaucrats: Evidence from a survey experiment pp. 162-184

Ge Wang, Shenghua Xie and Xiaoqian Li

Factors influencing citizens’ adoption of e-government: an empirical validation in a Developing Latin American Country pp. 185-218

Juan Pablo Ramirez-Madrid, Manuela Escobar-Sierra, Isaias Lans-Vargas and Juan Manuel Montes Hincapie

Mutuality in AI-enabled new public service solutions pp. 219-244

E. Koskimies and T. Kinder

Fast fashion: the rapid layering of management fashions in the Swedish city of Gothenburg pp. 245-264

Sara Brorström and Maria Norbäck

Public sector innovation in context: A comparative study of innovation types pp. 265-292

Emre Cinar, Christopher Simms, Paul Trott and Mehmet Akif Demircioglu