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Innovative self-efficacy of municipal employees: empirical evidence from Russia’s Leningrad region

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  • Tim Jäkel

Abstract

Quality in service delivery requires government agencies to exhibit innovative activities. Surprisingly little research exists on the self-efficacy of municipal employees engaging in innovative activities. Using survey data from 1,700 Russian municipal employees this study finds that innovative self-efficacy of front- and mid-level employees results from high levels of proactivity, strong prosocial motivation, a strong perception of empowerment, and more than 7 years of working experience. Our findings imply a potential for change-oriented behavior among municipal employees. We argue that rigid centralism in decision-making and a culture of self-enrichment (as opposed to prosocial motivation) prevent innovative self-efficacy becoming public service improvement on a large scale more frequently.

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  • Tim Jäkel, 2019. "Innovative self-efficacy of municipal employees: empirical evidence from Russia’s Leningrad region," International Review of Public Administration, Taylor & Francis Journals, vol. 24(1), pages 36-59, January.
    • Handle: RePEc:taf:rrpaxx:v:24:y:2019:i:1:p:36-59
    DOI: 10.1080/12294659.2019.1577795
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