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Felt responsibility for change in public organizations: general and sector-specific paths

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  • Jesse W. Campbell

Abstract

Employees may be a source of performance-enhancing innovation or an obstacle to its implementation. This article develops a model of felt responsibility for change that integrates general and public sector-specific components. Structural equation modelling using survey data collected from Korean government employees suggests that both transformational leadership and performance-based incentives influence change attitudes by strengthening an organization’s climate for innovation. The analysis also suggests that transformational leadership wields influence through reinforcing public service motivation. It is argued that this path is uniquely relevant to the implementation of reform in the public sector.

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  • Jesse W. Campbell, 2018. "Felt responsibility for change in public organizations: general and sector-specific paths," Public Management Review, Taylor & Francis Journals, vol. 20(2), pages 232-253, February.
    • Handle: RePEc:taf:rpxmxx:v:20:y:2018:i:2:p:232-253
    DOI: 10.1080/14719037.2017.1302245
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    Cited by:

    1. Piotr Kafel & Paweł Nowicki, 2022. "Circular Economy Implementation Based on ISO 14001 within SME Organization: How to Do It Best?," Sustainability, MDPI, vol. 15(1), pages 1-11, December.
    2. Калгин А. С., 2020. "Источники И Последствия Наличия Мотивации К Государственной Службе (Public Service Motivation): Обзор Исследовательской Области," Вопросы государственного и муниципального управления // Public administration issues, НИУ ВШЭ, issue 2, pages 215-239.
    3. Roshni Das, 2023. "Does public service motivation predict performance in public sector organizations? A longitudinal science mapping study," Management Review Quarterly, Springer, vol. 73(3), pages 1237-1271, September.

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