政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/151091
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文笔数/总笔数 : 113451/144438 (79%)
造访人次 : 51308338      在线人数 : 795
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜寻范围 查询小技巧：
  • 您可在西文检索词汇前后加上"双引号"，以获取较精准的检索结果
  • 若欲以作者姓名搜寻，建议至进阶搜寻限定作者字段，可获得较完整数据
    •  进阶搜寻


    请使用永久网址来引用或连结此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/151091


    题名: 當公共服務動機遇上課責：公務人員工作績效的動機效果與資源影響之研究
    When Public Service Motivation Meets Accountability: A Study of Motivational Effects and Resources Influence on Public Servants’ Job Performance in Taiwan.
    作者: 黃建勲
    Huang, Chien-Hsun
    贡献者: 陳敦源
    Chen, Don-Yun
    黃建勲
    Huang, Chien-Hsun
    关键词: 公共服務動機
    課責
    工作要求與資源模型
    序列型解釋性設計
    調節式調節模型
    public service motivation
    accountability
    job-demands and resources model
    sequential explanatory design
    moderated moderation model
    日期: 2024
    上传时间: 2024-05-02 10:33:25 (UTC+8)
    摘要: 公共服務動機的概念與理論自Perry與Wise於1990年開展至今，學界與實務界相信公共服務動機有助於個人工作與組織整體績效。然而，學界仍未能完全瞭解公共服務動機如何影響工作績效。本研究以系絡(context)的角度，希望瞭解公共部門的組織工作環境如影響該兩者間關係，並聚焦探討公共部門的課責環境。本研究應用「工作要求與資源模型」(job-demand and resources model)架構與動機排擠理論，探討工作資源可否緩解課責負向影響公共服務動機與工作績效關係。

    本研究經驗資料來自臺灣某一直轄市政府所屬一級機關，採取混合方法的序列型解釋性設計(sequential explanatory design)，實施兩階段的資料收集與分析。第一階段為量化研究的問卷調查與迴歸分析，第二階段的質化研究依據量化研究分析結果，選擇訪談對象，進行深度訪談資料與主題分析。整合量化與質化研究的分析結果顯示，第一，公共服務動機對於不同類型的工作績效有不同的預測能力，對於角色份內行為較無關聯性，但對於創新工作行為具有關聯性。不過，課責其中一個次面向即責任歸屬對於角色份內行為具有顯著關聯性。亦j謂著「該做需要盯著，多做要有熱忱」。第二，對於課責調節影響公共服務動機與工作績效間關係，工作資源(主管支持、向上建言)並無產生顯著的調節式調節效果。自我效能有產生顯著的調節式調節效果，但出現非預期性結果，顯示在特定條件之下，公共服務動機影響公務人員工作並非原始理論的正向預期。另質性研究分析補充呈現，建言作為一種向上溝通的工具以及主管應是一位有原則的指導者。最後，討論本文研究結果的意義以及在目前公共行政領域相關研究文獻的貢獻位置，並提供實務上可能的管理建議，最後說明研究限制與未來精進之處。
    The concept and theory of public service motivation (Perry & Wise, 1990) developed to the present have been widely believed by the academic and practitioners to contribute to individual and organizational performance. However, we still does not fully understand how public service motivation affects job performance. This dissertation takes a contextual perspective to understand how the work environment in the public sector influences the relationship between public service motivation and job performance by focusing on accountability. This study applies the “job-demands and resources model” and motivation crowding theory to examine the buffer effect of job resources on the negative influence of accountability toward the relationship between public service motivation and job performance.

    The research design of mixed-methods is a "sequential explanatory design,” combining quantitative study through a questionnaire survey in the first stage and qualitative study with in-depth interviews and thematic analysis based on the quantitative results in the second stage. The data were collected from a municipal government in Taiwan. According to the analysis results, firstly, public service motivation predicts different types of job performance. It is more related to innovative work behavior than in-role behavior. Nevertheless, attributability, one sub-dimension of accountability, significantly relates to in-role behavior, suggesting that in-role jobs were related to monitoring and extra-role jobs were related to enthusiasm. Secondly, there are no significant moderated moderation effect of job resources (supervisor support and upward voice), accountability, and public service motivation on job performance. However, self-efficacy did have a significant moderated moderation effect but led to unexpected results, suggesting that public service motivation doesn't always positively influence public servants' behaviors as originally theorized. Qualitative research supplements indicate that upward voice serves an instrument and supervisors should be principled guides. Finally, the implications of the results in the literature and recommendations in practice were provided. The study will also highlight its limitations and areas for future research suggestions.
    參考文獻: 一、中文部分
    余采芳(2011)。組織動態能力、組織創新氣候、預應人格特質與知識分享對創新行為影響之跨層次分析。國立臺灣師範大學科技應用與人力資源發展學系博士論文，臺北。
    吳宗憲(2012)。台南市政府文官公共服務動機與工作滿意、工作努力意願之實證研究：以個人∕組織配適度作為調節變項。公共行政學報，43：91-126。
    吳宗憲(2014)。公僕所為何來？臺南市政府文官公共服務動機影響工作努力意願之實證研究。政策與人力管理，5(1)：81-134。
    孫同文、許耿銘(2014)。橘淮為枳：公共服務動機指標適用性的分析。民主與治理， 1(1)；33-52。
    孫同文(2018)。芝麻掉了?讀<公共服務動機；回顧、反思與未來方向>有感。公共行政學報，(54)，127-138。
    孫本初(2006)。公部門需建立更具激勵效果的績效管理制度。人事月刊，43(5)，18-28。
    廖玲燕 (2000)。台灣本土社會讚許量表之編製及其心理歷程分析。國立臺灣大學心理學研究所碩士論文，未出版，臺北。
    張其祿(2015)。公共服務動機概念操作與應用之研究紀要。中國行政評論，21(1)，1-14。
    張鎧如、陳敦源、簡鈺珒、李仲彬(2015)。探索臺灣公務人員工作績效之影響因素: 能力、動機與機會的整合觀點。東吳政治學報，33(4)，1-71。
    彭台光、高月慈、林鉦棽(2006)。管理研究中的共同方法變異：問題本質、影響、測試和補救。管理學報，23(1)，77-98。
    李仲彬(2018)。與生俱來與後天培養：影響公務人員創新態度與行為的因素分析。公共行政學報，54，1-40。
    李俊達 (2020)。公共服務動機析論：兼論年改時代提升公共服務動機之策略。文官制度季刊，12(2) ，57-87。
    林守紀、周麗芳、任金剛、曾春榮(2017)。員工建言行為：回顧與未來。人力資源管理學報，17(1)，1-33。
    紀乃文、李學佳(2018)。員工為何建言? 探討員工利社會動機與印象管理動機對 建言行為的影響: 求成型焦點、情感性組織承諾與公民行為壓力的干擾效果。管理學報，35(1 )，1-25。
    胡龍騰(2017)。公僕管家心：制度環境、任事態度與績效行為。臺北:五南圖書。
    莊文忠(2008)。績效衡量與指標設計：方法論上的討論。公共行政學報，29：61-91。
    董祥開、楊庭安(2020)。從個人風險特質與組織激勵措施探討公務人員之創新行為：以計畫行為理論為分析架構。空大公行學報，34，1-40。
    蔡秀涓(2007)。政府主管如何看待績效不佳員工台灣與美國之比較分析。政治科學論叢，32，109-144。
    邱皓政（2011）。量化研究與統計分析。臺北：五南圖書。
    鄭宇珊(2011)。以網絡外部性為調節變項探討智慧資本影響員工創新行為之跨層次分析。國立臺灣師範大學科技應用與人力資源發展學系博士論文，未出版，臺北。
    陳敦源(2012)。民主治理:公共行政與民主政治的制度性調和。臺北:五南圖書。
    陳明田(2010)。組織氣候與角色內行為、組織公民行為關係之研究-以組織承諾為中介變項。國立高雄師範大學人力與知識管理研究所碩士論文，未出版，高雄。
    陳重安、許成委(2016)。公共服務動機：回顧、反思與未來方向。公共行政學報，51，69-96。
    陳重安(2018)。芝麻要是掉了，掉多點才好；對暨大孫同文老師評論<公共服務動機；回顧、反思與未來方向>的回應。 公共行政學報，(54)；139-146。
    陳銘薰、吳文傑（2008）。策略領導量表建構及其信效度評估。台大管理論叢，18(2)，63-77。
    魚凱（2016）。公門菜鳥飛：一個年輕公務員的革新理想。臺北:網路與書。
    黃一峯(2011)。公共服務動機、情緒勞務與心理契約：激勵理論研究整合途徑探討，「中國行政學會會員大會「治理觀點下未來公共行政發展方向」學術研討會，臺北：國立政治大學公共行政及企業管理教育中心。

    二、英文部分

    Acar, M., Guo, C., & Yang, K. (2008). Accountability when hierarchical authority is absent: views from public–private partnership practitioners. The American Review of Public Administration, 38(1), 3-23.
    Alchian, A. A., & Demsetz, H. (1972). Production, information costs, and economic organization. The American Economic Review, 62(5), 777-795.
    Aleksovska, M., Schillemans, T., & Grimmelikhuijsen, S. (2019). Lessons from five decades of experimental and behavioral research on accountability: A systematic literature review. Journal of Behavioral Public Administration, 2(2), 1-18.
    Ali, M. U., & Nicholson-Crotty, S. (2021). Examining the accountability-performance link: The case of citizen oversight of police. Public Performance & Management Review, 44(3), 523-559.
    Alonso, P., & Lewis, G. B. (2001). Public service motivation and job performance: Evidence from the federal sector. The American Review of Public Administration, 31(4), 363-380.
    Amabile, T. M. (1983). The social psychology of creativity: A componential conceptualization. Journal of Personality and Social Psychology, 45(2), 357-376.
    Amabile, T. M. (1996). Creativity in context: Update to the social psychology of creativity. Boulder, CO: Westview Press.
    Amabile, T. M. (1997). Motivating creativity in organizations: On doing what you love and loving what you do. California Management Review, 40(1), 39-58.
    Amabile, T. M., & Conti, R. (1999). Changes in the work environment for creativity during downsizing. Academy of Management Journal, 42(6), 630-640.
    Amabile, T. M., Schatzel, E. A., Moneta, G. B., & Kramer, S. J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. The Leadership Quarterly, 15(1), 5-32.
    Andersen, L. B., Boesen, A., & Pedersen, L. H. (2016). Performance in public organizations: Clarifying the conceptual space. Public Administration Review, 76(6), 852-862.
    Andersen, L. B., Heinesen, E., & Pedersen, L. H. (2016). Individual performance: From common source bias to institutionalized assessment. Journal of Public Administration Research and Theory, 26(1), 63-78.
    Andersen, L. B., Jensen, U. T., Kjeldsen, A. M. (2021). Public service motivation and its implications for public service. In H. Sullivan, H. Dickinson & H. Henderson (Eds.), The Palgrave handbook of the public servant (pp. 241-258). Cham, Switzerland: Palgrave Macmillan.
    Andersen, L. B., Kristensen, N., & Pedersen, L. H. (2015). Documentation requirements, intrinsic motivation, and worker absence. International Public Management Journal, 18(4), 483-513.
    Andersen, L. B., Pallesen, T., & Holm Pedersen, L. (2011). Does ownership matter? Public service motivation among physiotherapists in the private and public sectors in Denmark. Review of Public Personnel Administration, 31(1), 10-27.
    Andersen, L. B., Pedersen, L. H., & Petersen, O. H. (2018). Motivational foundations of public service provision: Towards a theoretical synthesis. Perspectives on Public Management and Governance, 1(4), 283-298.
    Anderson, N., De Dreu, C. K., & Nijstad, B. A. (2004). The routinization of innovation research: A constructively critical review of the state‐of‐the‐science. Journal of Organizational Behavior, 25(2), 147-173.
    Anderson, N., Potočnik, K., & Zhou, J. (2014). Innovation and creativity in organizations: A state-of-the-science review, prospective commentary, and guiding framework. Journal of Management, 40(5), 1297-1333.
    Aryee, S., Walumbwa, F. O., Zhou, Q., & Hartnell, C. A. (2012). Transformational leadership, innovative behavior, and task performance: Test of mediation and moderation processes. Human Performance, 25(1), 1-25.
    Ashford, S. J. (1986). Feedback-seeking in individual adaptation: A resource perspective. Academy of Management Journal, 29(3), 465–487
    Ashford, S. J., Sutcliffe, K. M., & Christianson, M. K. (2009). Speaking up and speaking out: The leadership dynamics of voice in organizations. In J. Greenberg & M. Edwards (Eds.), Voice and silence in organizations (pp.175-202). UK: Emerald Group Publishing Limited.
    Aucoin, P., & Heintzman, R. (2000). The dialectics of accountability for performance in public management reform. International Review of Administrative Sciences, 66(1), 45-55.
    Audenaert, M., Decramer, A., George, B., Verschuere, B., & Van Waeyenberg, T. (2019). When employee performance management affects individual innovation in public organizations: The role of consistency and LMX. The International Journal of Human Resource Management, 30(5), 815-834.
    Awan, S., Bel, G., & Esteve, M. (2020). The benefits of PSM: An oasis or a mirage? Journal of Public Administration Research and Theory, 30(4), 619-635.
    Axtell, C. M., Holman, D. J., Unsworth, K. L., Wall, T. D., Waterson, P. E., & Harrington, E. (2000). Shopfloor innovation: Facilitating the suggestion and implementation of ideas. Journal of Occupational and Organizational Psychology, 73(3), 265-285.
    Babin, B. J., & Boles, J. S. (1996). The effects of perceived co-worker involvement and supervisor support on service provider role stress, performance and job satisfaction. Journal of Retailing, 72(1), 57-75.
    Baer, M., Oldham, G. R., & Cummings, A. (2003). Rewarding creativity: When does it really matter? The Leadership Quarterly, 14(4-5), 569-586.
    Bailey, C., Madden, A., Alfes, K., & Fletcher, L. (2017). The meaning, antecedents and outcomes of employee engagement: A narrative synthesis. International Journal of Management Reviews, 19(1), 31-53.
    Bakker, A. B. (2015). A job demands–resources approach to public service motivation. Public Administration Review, 75(5), 723-732.
    Bakker, A. B., & Demerouti, E. (2007). The job demands‐resources model: State of the art. Journal of Managerial Psychology. 22(3), 309-328.
    Bakker, A. B., & Demerouti, E. (2008). Towards a model of work engagement. Career Development International. 13(3), 209-223.
    Bakker, A. B., Demerouti, E., & Euwema, M. C. (2005). Job resources buffer the impact of job demands on burnout. Journal of Occupational Health Psychology, 10(2), 170-180.
    Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. I. (2014). Burnout and work engagement: The JD–R approach. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 389-411.
    Bakker, A. B., Demerouti, E., & Verbeke, W. (2004). Using the job demands‐resources model to predict burnout and performance. Human Resource Management, 43(1), 83-104.
    Bakker, A. B., Hakanen, J. J., Demerouti, E., & Xanthopoulou, D. (2007). Job resources boost work engagement, particularly when job demands are high. Journal of Educational Psychology, 99(2), 274.
    Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191-215.
    Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice Hall.
    Bandura, A. (1995). Exercise of personal and collective efficacy in changing societies. In A. Bandura (Ed.), Self-efficacy in changing societies (pp.1-45). Cambridge, UK: Cambridge University Press.
    Bandura, A. (1997). Self-efficacy: The exercise of control. New York, NY: Freeman.
    Bandura, A. (1999). Social cognitive theory: An agentic perspective. Asian Journal of Social Psychology, 2(1), 21-41.
    Barbuto Jr, J. E., & Wheeler, D. W. (2006). Scale development and construct clarification of servant leadership. Group & Organization Management, 31(3), 300-326.
    Barnard, C. I. (1938). The functions of the executive. Cambridge, MA Harvard University Press.
    Barney, J. B. (1990). The debate between traditional management theory and organizational economics: substantive differences or intergroup conflict? Academy of Management Review, 15(3), 382-393.
    Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational dynamics, 18(3), 19-31.
    Basu, R., & Green, S. G. (1997). Leader‐member exchange and transformational leadership: an empirical examination of innovative behaviors in leader‐member dyads. Journal of Applied Social Psychology, 27(6), 477-499.
    Behn, R. D. (1995). The big questions of public management. Public Administration Review, 55, 313-324.
    Behn, R. D. (2001). Rethinking democratic accountability. Washington, D.C.: Brookings Inst. Press.
    Bellé, N. (2013). Experimental evidence on the relationship between public service motivation and job performance. Public Administration Review, 73, 143-153.
    Blau, P. (1964). Exchange and power in social life. New York, NY: Wiley.
    Bommer, W. H., Johnson, J. L., Rich, G. A., Podsakoff, P. M., & MacKenzie, S. B. (1995). On the interchangeability of objective and subjective measures of employee performance: A meta‐analysis. Personnel Psychology, 48(3), 587-605.
    Borman, W. C. & Motowidlo, S. J. (1993). Expanding the criterion domain to include elements of contextual performance. In N. Schmitt & W. C. Borman (Eds), Personality selection (pp.71-98), San Francisco, CA: Jossey-Bass.
    Borst, R. T. (2018). Comparing work engagement in people-changing and people-processing service providers: A mediation model with red tape, autonomy, dimensions of PSM, and performance. Public Personnel Management, 47(3), 287-313.
    Borst, R. T., Kruyen, P. M., & Lako, C. J. (2019). Exploring the job demands–resources model of work engagement in government: Bringing in a psychological perspective. Review of Public Personnel Administration, 39(3), 372-397.
    Borst, R. T., Kruyen, P. M., Lako, C. J., & de Vries, M. S. (2020). The attitudinal, behavioral, and performance outcomes of work engagement: A comparative meta-analysis across the public, semipublic, and private sector. Review of Public Personnel Administration, 40(4), 613-640.
    Bos-Nehles, A. C., & Veenendaal, A. A. (2019). Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate. The International Journal of Human Resource Management, 30(18), 2661-2683.
    Bos‐Nehles, A., Townsend, K., Cafferkey, K., & Trullen, J. (2023). Examining the Ability, Motivation and Opportunity (AMO) framework in HRM research: Conceptualization, measurement and interactions. International Journal of Management Reviews. https://doi.org/10.1111/ijmr.12332.
    Bovens, M. (2007). Analyzing and assessing accountability: A conceptual framework. European Law Journal, 13(4), 447-468.
    Bovens, M. (2010). Two Concepts of Accountability: Accountability as a Virtue and as a Mechanism. West European Politics, 33(5), 946-967.
    Bovens, M., Schillemans, T., & Goodin, R. E. (2014). Public accountability. In M. Bovens, R. E. Goodin & T. Schillemans (Eds.), The Oxford handbook of public accountability (pp. 1-22), Oxford, UK: Oxford University Press.
    Boyatzis, R. E. (1998). Transforming qualitative information: Thematic analysis and code development. Thousand Oaks, CA: Sage.
    Boyne, G. A. (2002). Public and private management: what’s the difference? Journal of Management Studies, 39(1), 97-122.
    Boyne, G. A. (2003). Sources of public service improvement: A critical review and research agenda. Journal of Public Administration Research and Theory, 13(3), 367-394.
    Bozeman, B. (2007). Public values and public interest: Counterbalancing economic individualism. New York: Georgetown University Press.
    Bozeman, B., & Su, X. (2015). Public service motivation concepts and theory: A critique. Public Administration Review, 75(5), 700-710.
    Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77-101.
    Braun, V., & Clarke, V. (2012). Thematic analysis. In American psychological association eBooks (pp. 57–71). American Psychological Association. https://doi.org/10.1037/13620-004.
    Braun, V., & Clarke, V. (2021a). Can I use TA? Should I use TA? Should I not use TA? Comparing reflexive thematic analysis and other pattern‐based qualitative analytic approaches. Counselling and Psychotherapy Research, 21(1), 37-47.
    Braun, V., & Clarke, V. (2021b). One size fits all? What counts as quality practice in (reflexive) thematic analysis? Qualitative Research in Psychology, 18(3), 328-352.
    Braun, V., & Clarke, V. (2023). Toward good practice in thematic analysis: Avoiding common problems and be (com)ing a knowing researcher. International Journal of Transgender Health, 24(1), 1-6.
    Braun, V., Clarke, V., Hayfield, N., Terry, G. (2019). Thematic Analysis. In P. Liamputtong (Ed.), Handbook of research methods in health social sciences.(pp. 843-860). London, Springer.
    Brehm, J. O., & Gates, S. (1999). Working, shirking, and sabotage: Bureaucratic response to a democratic public. Ann Arbor, MI: University of Michigan Press.
    Brehm, J., & Gates, S. (2008). Teaching, tasks, and trust: Functions of the public executive. New York: Russell Sage Foundation.
    Brehm, J., & Gates, S. (2015). Bureaucratic politics arising from, not defined by, a principal–agency dyad. Journal of Public Administration Research and Theory, 25(1), 27-42.
    Brewer, G. A. (2006). All measures of performance are subjective: More evidence on U.S. federal agencies. In G. A. Boyne, K. J. Meier, L. J. O’Toole, Jr., & R. M. Walker (Eds.), Public services performance: Perspectives on measurement and management (pp. 35-54). Cambridge, UK: Cambridge University Press.
    Brewer, G. A., & Selden, S. C. (1998). Whistle blowers in the federal civil service: New evidence of the public service ethic. Journal of Public Administration Research and Theory, 8(3), 413-440.
    Brewer, G. A., & Selden, S. C. (2000). Why elephants gallop: Assessing and predicting organizational performance in federal agencies. Journal of Public Administration Research and Theory, 10(4), 685-712.
    Bright, L. (2005). Public employees with high levels of public service motivation: Who are they, where are they, and what do they want? Review of Public Personnel Administration, 25(2), 138-154.
    Bright, L. (2007). Does person-organization fit mediate the relationship between public service motivation and the job performance of public employees? Review of Public Personnel Administration, 27(4), 361-379.
    Bright, L. (2008). Does public service motivation really make a difference on the job satisfaction and turnover intentions of public employees? The American Review of Public Administration, 38(2), 149-166.
    Brown, K., & Osborne, S. (2005). Managing change and innovation in public service organizations. London: Routlege.
    Brown, S. P., & Leigh, T. W. (1996). A new look at psychological climate and its relationship to job involvement, effort, and performance. Journal of Applied Psychology, 81(4), 358.
    Brown, S. P., & Peterson, R. A. (1993). Antecedents and consequences of salesperson job satisfaction: Meta-analysis and assessment of causal effects. Journal of Marketing Research, 30(1), 63-77.
    Brunetto, Y., Xerri, M., & Farr‐Wharton, B. (2020). Comparing the role of personal and organizational support on the innovative behavior of frontline healthcare workers in Australia and the United States. Australian Journal of Public Administration, 79(3), 279-297.
    Bryman, A. (2006). Integrating quantitative and qualitative research: How is it done? Qualitative Research, 6(1), 97-113.
    Bundt, J. (2000). Strategic stewards: Managing accountability, building trust. Journal of Public Administration Research and Theory, 10(4), 757-778.
    Burris, E. R. (2012). The risks and rewards of speaking up: Managerial responses to employee voice. Academy of Management Journal, 55(4), 851-875.
    Bysted, R., & Hansen, J. R. (2015). Comparing public and private sector employees’ innovative behaviour: Understanding the role of job and organizational characteristics, job types, and subsectors. Public Management Review, 17(5), 698-717.
    Bysted, R., & Jespersen, K. R. (2014). Exploring managerial mechanisms that influence innovative work behaviour: Comparing private and public employees. Public Management Review, 16(2), 217-241.
    Caillier, J. G. (2014). Toward a better understanding of the relationship between transformational leadership, public service motivation, mission valence, and employee performance: A preliminary study. Public Personnel Management, 43(2), 218-239.
    Caillier, J. G. (2015). Towards a better understanding of public service motivation and mission valence in public agencies. Public Management Review, 17(9), 1217-1236.
    Camilleri, E., & Van Der Heijden, B. I. (2007). Organizational commitment, public service motivation, and performance within the public sector. Public Performance & Management Review, 31(2), 241-274.
    Campbell, J. P. (1990). Modeling the performance prediction problem in industrial and organizational psychology. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology (pp. 687–732). Palo Alto, CA: Consulting Psychologists Press.
    Campbell, J. P. (2012). Behavior, performance, and effectiveness in the twenty-first century. In S. W. J. Kozlowski (Ed.), The Oxford handbook of organizational psychology, Vol.1 (pp. 159–194). New York: Oxford University Press.
    Campbell, J. P., McCloy, R. A., Oppler, S. H., & Sager, C. E. (1993). A theory of performance. In N. Schmitt & W. C. Borman (Eds.), Personnel selection in organizations (pp. 35-70). San Francisco, CA: Jossey-Bass Publishers.
    Campbell, J. W. (2018). Felt responsibility for change in public organizations: General and sector-specific paths. Public Management Review, 20(2), 232-253.
    Campbell, J. W., & Im, T. (2016). PSM and turnover intention in public organizations: Does change-oriented organizational citizenship behavior play a role? Review of Public Personnel Administration, 36(4), 323-346.
    Carmeli, A., & Freund, A. (2003). Work commitment, job satisfaction, and job performance: An empirical investigation. International Journal of Organization Theory & Behavior, 7 (3), 289-309.
    Carnevale, J. B., Huang, L., Crede, M., Harms, P., & Uhl‐Bien, M. (2017). Leading to stimulate employees’ ideas: A quantitative review of leader-member exchange, employee voice, creativity, and innovative behavior. Applied Psychology, 66(4), 517-552.
    Cerasoli, C. P., Nicklin, J. M., & Ford, M. T. (2014). Intrinsic motivation and extrinsic incentives jointly predict performance: a 40-year meta-analysis. Psychological Bulletin, 140(4), 980-1008.
    Chang, S. J., Van Witteloostuijn, A., & Eden, L. (2010). From the editors: Common method variance in international business research. Journal of International Business Studies, 41(2), 178-184.
    Chen, C. A., & Hsieh, C. W. (2015). Knowledge sharing motivation in the public sector: The role of public service motivation. International Review of Administrative Sciences, 81(4), 812-832.
    Chen, C. A., Hsieh, C. W., & Chen, D. Y. (2021). Can training enhance public employees’ public service motivation? A pretest–posttest design. Review of Public Personnel Administration, 41(1), 194-215.
    Chiaburu, D. S., Oh, I. S., Wang, J., & Stoverink, A. C. (2017). A bigger piece of the pie: The relative importance of affiliative and change-oriented citizenship and task performance in predicting overall job performance. Human Resource Management Review, 27(1), 97-107.
    Cho, T., & Faerman, S. R. (2010). An integrative model of empowerment and individuals' in-role and extra-role performance in the Korean public sector: Moderating effects of organizational individualism and collectivism. International Public Management Journal, 13(2), 130-154.
    Cho, Y. J., & Lee, J. W. (2012). Performance management and trust in supervisors. Review of Public Personnel Administration, 32(3), 236-259.
    Cho, Y. J., & Song, H. J. (2015). Determinants of whistleblowing within government agencies. Public Personnel Management, 44(4), 450-472.
    Choi, W. S., Kang, S. W., & Choi, S. B. (2021). Innovative behavior in the workplace: An empirical study of moderated mediation model of self-efficacy, perceived organizational support, and leader–member exchange. Behavioral Sciences, 11(12), 182-199.
    Christensen, R. K., & Whiting, S. W. (2018). Evaluating inrole and extrarole behaviors across sectors. Public Personnel Management, 47(3), 314-334.
    Christensen, R. K., Paarlberg, L., & Perry, J. L. (2017). Public service motivation research: Lessons for practice. Public Administration Review, 77(4), 529-542.
    Clarke, N., & Higgs, M. (2020). Political skill and role overload as antecedents of innovative work behavior in the public sector. Public Personnel Management, 49(3), 444-469.
    Cohen, A., & Abedallah, M. (2015). The mediating role of burnout on the relationship of emotional intelligence and self-efficacy with OCB and performance. Management Research Review, 38(1), 2-28.
    Cohen, A., & Keren, D. (2008). Individual values and social exchange variables: Examining their relationship to and mutual effect on in-role performance and organizational citizenship behavior. Group & Organization Management, 33(4), 425-452.
    Cohen, A., & Liu, Y. (2011). Relationships between in-role performance and individual values, commitment, and organizational citizenship behavior among Israeli teachers. International Journal of Psychology, 46(4), 271-287.
    Cohen, A., & Vigoda, E. (1998). An empirical assessment of the relationship between general citizenship and work outcomes. Public Administration Quarterly, 21(4), 401-431.
    Cohen, A., & Vigoda, E. (2000). Do good citizens make good organizational citizens? An empirical examination of the relationship between general citizenship and organizational citizenship behavior in Israel. Administration & Society, 32(5), 596-624.
    Coleman, J. S. (1986). Social theory, social research, and a theory of action. American Journal of Sociology, 91(6), 1309-1335.
    Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13(3), 471-482.
    Conway, J. M. (2004). Method variance and method bias in industrial and organizational psychology. In S. G. Rogelberg (Ed.), Handbook of research methods in industrial and organizational psychology (pp. 344-365), Malden, MA: Blackwell Publishing Ltd.
    Conway, J. M., & Lance, C. E. (2010). What reviewers should expect from authors regarding common method bias in organizational research. Journal of Business and Psychology, 25(3), 325-334.
    Cooke, D. K., Brant, K. K., & Woods, J. M. (2019). The role of public service motivation in employee work engagement: A test of the job demands-resources model. International Journal of Public Administration, 42(9), 765-775.
    Cooper, T. L. (1998). The responsible administrator: An approach to ethics for the administrative role. San Francisco, CA: John Wiley & Sons.
    Corbin, J., & Strauss, A. (2015). Basics of qualitative research. Thousand Oaks, CA: Sage.
    Coursey, D., Yang, K., & Pandey, S. K. (2012). Public service motivation (PSM) and support for citizen participation: A test of Perry and Vandenabeele’s reformulation of PSM theory. Public Administration Review, 72(4), 572-582.
    Creswell, J. W., & Creswell, J. D. (2017). Research design: Qualitative, quantitative, and mixed methods approaches. Thousand Oaks, CA: Sage publications.
    Creswell, J. W., & Miller, D. L. (2000). Determining validity in qualitative inquiry. Theory into practice, 39(3), 124-130.
    Creswell, J. W., & Poth, C. N. (2016). Qualitative inquiry and research design: Choosing among five approaches. Los Angeles, CA: Sage.
    Crewson, Philip E. (1997). Public service motivation: Building empirical evidence of incidence and effect. Journal of Public Administration Research and Theory, 7(4), 499-518.
    Crosby, B. C., & Bryson, J. M. (2010). Integrative leadership and the creation and maintenance of cross-sector collaborations. The Leadership Quarterly, 21(2), 211-230.
    Damanpour, F., & Schneider, M. (2009). Characteristics of innovation and innovation adoption in public organizations: Assessing the role of managers. Journal of Public Administration Research and Theory, 19(3), 495-522.
    Davis, J. H., Schoorman, F. D., & Donaldson, L. (1997). Toward a stewardship theory of management. Academy of Management Review, 22(1), 20-47.
    Dawson, J. F., & Richter, A. W. (2006). Probing three-way interactions in moderated multiple regression: development and application of a slope difference test. Journal of Applied Psychology, 91(4), 917-926.
    De Vries, H., Bekkers, V., & Tummers, L. (2016). Innovation in the public sector: A systematic review and future research agenda. Public Administration, 94(1), 146-166.
    Deci, E. L. and Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. New York: Plenum.
    Demerouti, E., & Bakker, A. B. (2011). The job demands-resources model: Challenges for future research. SA Journal of Industrial Psychology, 37(2), 1-9.
    Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499-512
    Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50(4), 869-884.
    Dicke, L. A. (2002). Ensuring accountability in human services contracting: Can stewardship theory fill the bill? The American Review of Public Administration, 32(4), 455-470.
    Diefendorff, J. M., Brown, D. J., Kamin, A. M., & Lord, R. G. (2002). Examining the roles of job involvement and work centrality in predicting organizational citizenship behaviors and job performance. Journal of Organizational Behavior, 23(1), 93-108.
    Dilulio Jr, J. D. (1994). Principled agents: The cultural bases of behavior in a federal government bureaucracy. Journal of Public Administration Research and Theory, 4(3), 277-318.
    Donaldson, L. (1990). The ethereal hand: Organizational economics and management theory. Academy of Management Review, 15(3), 369-381.
    Downs, A. (1967). Inside bureaucracy. Boston: Little, Brown.
    Dubnick, M. (2005). Accountability and the promise of performance: In search of the mechanisms. Public Performance & Management Review, 28(3), 376-417.
    Dubnick, M. J. (2003). Accountability and ethics: Reconsidering the relationships. International Journal of Organization Theory & Behavior, 6(3), 405-441.
    Dubnick, M. J., & Frederickson, H. G. (2011). Introduction: The Promises of Accountability Research. In M. J. Dubnick & G. H. Frederickson (Eds.), Accountable governance: Problems and promises (pp. xi–xxx). New York: Routledge.
    Dubnick, M. J., & Romzek, B. S. (1993). Accountability and the centrality of expectations in American public administration. In J. L. Perry (Ed.), Research in public administration (pp. 37-78). Greenwich CT: JAI Press.
    Dubnick, M. J., & Yang, K. (2011). The pursuit of accountability: Promise, problems, and prospects. In D. C. Menzel & H. L. White (Eds.), The State of public administration, issues, challenges, opportunities (pp. 171-186). Armonk, NY: M. E. Sharpe
    Dundon, T., Wilkinson, A., Marchington, M., & Ackers, P. (2004). The meanings and purpose of employee voice. The International Journal of Human Resource Management, 15(6), 1149-1170.
    Dunleavy, P. (1992). Democracy, bureaucracy and public choice: Economic explanations in political science. New York: Prentice Hall.
    Durant, R. F., Kramer, R., Perry, J. L., Mesch, D., & Paarlberg, L. (2006). Motivating employees in a new governance era: The performance paradigm revisited. Public Administration Review, 66(4), 505-514.
    Dutton, J. E., & Ashford, S. J. (1993). Selling issues to top management. Academy of Management Review, 18(3), 397-428.
    Dyne, L. V., Ang, S., & Botero, I. C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Journal of Management Studies, 40(6), 1359-1392.
    Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., & Rhoades, L. (2001). Reciprocation of perceived organizational support. Journal of Applied Psychology, 86(1), 42-51.
    Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500-507.
    Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002). Perceived supervisor support: contributions to perceived organizational support and employee retention. Journal of Applied Psychology, 87(3), 565-573.
    Eisenhardt, K. M. (1989). Agency theory: An assessment and review. Academy of Management Review, 14(1), 57-74.
    Ekvall, G., & Arvonen, J. (1991). Change-centered leadership: An extension of the two-dimensional model. Scandinavian Journal of Management, 7(1), 17-26.
    Ellen, B. P. (2014). Considering the positive possibilities of leader political behavior. Journal of Organizational Behavior, 35(6), 892-896.
    Ellen, B. P. (2015). Leader political support: Initial measure development and model test (Doctoral dissertation, The Florida State University).
    Erdogan, B., Sparrowe, R. T., Liden, R. C., & Dunegan, K. J. (2004). Implications of organizational exchanges for accountability theory. Human Resource Management Review, 14(1), 19-45.
    Fairholm, M. R. (2004). Different perspectives on the practice of leadership. Public Administration Review, 64(5), 577-590.
    Farr, F. and Ford, C. (1990) Individual innovation. In M. A. West & J. L. Farr (Eds.), Innovation and creativity at work: Psychological and organizational Strategies (pp. 63-80). Chichester. UK: Wiley.
    Farrell, D., & Rusbult, C. E. (1992). Exploring the exit, voice, loyalty, and neglect typology: The influence of job satisfaction, quality of alternatives, and investment size. Employee Responsibilities and Rights Journal, 5(3), 201-218.
    Favero, N., & Bullock, J. B. (2015). How (not) to solve the problem: An evaluation of scholarly responses to common source bias. Journal of Public Administration Research and Theory, 25(1), 285-308.
    Favero, N., Meier, K. J., & O’Toole Jr, L. J. (2016). Goals, trust, participation, and feedback: Linking internal management with performance outcomes. Journal of Public Administration Research and Theory, 26(2), 327-343.
    Feilzer, M. (2010). Doing mixed methods research pragmatically: Implications for the rediscovery of pragmatism as a research paradigm. Journal of Mixed Methods Research, 4(1), 6-16.
    Fernandez, S. (2004). Developing and testing an integrative framework of public sector leadership: Evidence from the public education arena. Journal of Public Administration Research and Theory, 15(2), 197-217.
    Fernandez, S., & Moldogaziev, T. (2013). Using employee empowerment to encourage innovative behavior in the public sector. Journal of Public Administration Research and Theory, 23(1), 155-187.
    Fernandez, S., Cho, Y. J., & Perry, J. L. (2010). Exploring the link between integrated leadership and public sector performance. The Leadership Quarterly, 21(2), 308-323.
    Ferris, G. R., Mitchell, T. R., Canavan, P. J., Frink, D. D., & Hopper, H. (1995). Accountability in human resource systems. In G. R. Ferris, S. D. Rosen, & D. T. Barnum (Eds.), Handbook of human resource management (pp. 175-196). Oxford, UK: Blackwell Publisher.
    Finer, H. (1941). Administrative responsibility in democratic government. Public Administration Review, 1(4), 335-350.
    Fletcher, L., Bailey, C., Alfes, K., & Madden, A. (2020). Mind the context gap: A critical review of engagement within the public sector and an agenda for future research. The International Journal of Human Resource Management, 31(1), 6-46.
    Ford, C. M. (1996). A theory of individual creative action in multiple social domains. Academy of Management Review, 21(4), 1112-1142.
    Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.
    Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics, 18(3), 382-388.
    Frank, S. A., & Lewis, G. B. (2004). Government employees: working hard or hardly working? The American Review of Public Administration, 34(1), 36-51.
    Frey, B. S. (1997). Not just for the money: An Economic theory of personal motivation. Cheltenham, UK: Edward Elgar Publishing.
    Frey, B. S., & Jegen, R. (2001). Motivation crowding theory. Journal of Economic Surveys, 15(5), 589-611.
    Frey, B. S., & Osterloh, M. (2005). Yes, managers should be paid like bureaucrats. Journal of Management Inquiry, 14(1), 96-111.
    Frieder, R. E., Hochwarter, W. A., & DeOrtentiis, P. S. (2015). Attenuating the negative effects of abusive supervision: The role of proactive voice behavior and resource management ability. The Leadership Quarterly, 26(5), 821-837.
    Friedrich, C. J. (1940). Public policy and the nature of administrative responsibility. Public Policy, 1(1), 1-24.
    Frink, D. D., & Ferris, G. R. (1999). The moderating effects of accountability on the conscientiousness-performance relationship. Journal of Business and Psychology, 13(4), 515-524.
    Frink, D. D., & Klimoski, R. J. (1998). Toward a theory of accountability in organizations and human resource management. In G. R. Ferris (Ed.), Research in personnel and human resources management, Vol. 16 (pp. 1–51). Greenwich, CT: JAI Press.
    Frink, D. D., Hall, A. T., Perryman, A. A., Ranft, A. L., Hochwarter, W. A., Ferris, G. R., & Royle, M. T. (2008). Meso-level theory of accountability in organizations. In J. J. Martocchio (Ed.), Research in personnel and human resources management (pp. 177-245). Bingley: Emerald Group Publishing Limited.
    Fu, K. J. (2012). The interaction of politics and management in public leadership: Measuring public political skill and assessing its effects. (Doctoral dissertation, The Florida State University).
    Fuller, C. M., Simmering, M. J., Atinc, G., Atinc, Y., & Babin, B. J. (2016). Common methods variance detection in business research. Journal of Business Research, 69(8), 3192-3198.
    Fuller, J. B., Barnett, T., Hester, K., Relyea, C., & Frey, L. (2007). An exploratory examination of voice behavior from an impression management perspective. Journal of Managerial Issues, 19(1), 134-151.
    Gagné, M., & Deci, E. L. (2005). Self‐determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-362.
    Gailmard, S. (2010). Politics, principal–agent problems, and public service motivation. International Public Management Journal, 13(1), 35-45.
    Gailmard, S. (2014). Conceptual flavor of principal-agent theory. In M. Bovens, R. E. Goodin, & T. Schillemans (Eds.), The Oxford handbook of public accountability (pp. 90-105), Oxford, UK: Oxford University Press.
    Gardner, R. G., Harris, T. B., Li, N., Kirkman, B. L., & Mathieu, J. E. (2017). Understanding “it depends” in organizational research: A theory-based taxonomy, review, and future research agenda concerning interactive and quadratic relationships. Organizational Research Methods, 20(4), 610-638.
    George, B., & Pandey, S. K. (2017). We know the Yin-But where is the Yang? Toward a balanced approach on common source bias in public administration scholarship. Review of Public Personnel Administration, 37(2), 245-270.
    Ghosh, D., Sekiguchi, T., & Gurunathan, L. (2017). Organizational embeddedness as a mediator between justice and in-role performance. Journal of Business Research, 75, 130–137.
    Gilboa, S., Shirom, A., Fried, Y., & Cooper, C. (2008). A meta-analysis of work demand stressors and job performance: Examining main and moderating effects. Personnel Psychology, 61(2), 227–271.
    Gist, M. E., & Mitchell, T. R. (1992). Self-efficacy: A theoretical analysis of its determinants and malleability. Academy of Management Review, 17(2), 183-211.
    Goodsell, Charles. 1994. The Case for Bureaucracy: A public administration polemics. Chatham, NJ: Chatham House Publishers.
    Gormley, W. T., & Balla, S. J. (2004). Bureaucracy and democracy. New York: CQ Press.
    Gough, B., & Madill, A. (2012). Subjectivity in psychological science: From problem to prospect. Psychological Methods, 17(3), 374–384.
    Gould-Williams, J. S., Mostafa, A. M. S., & Bottomley, P. (2015). Public service motivation and employee outcomes in the Egyptian public sector: Testing the mediating effect of person-organization fit. Journal of Public Administration Research and Theory, 25(2), 597-622.
    Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25(2), 161-178.
    Greene, J. C., Caracelli, V. J., & Graham, W. F. (1989). Toward a conceptual framework for mixed-method evaluation designs. Educational Evaluation and Policy Analysis, 11(3), 255-274.
    Gregory, B. T., Albritton, M. D., & Osmonbekov, T. (2010). The mediating role of psychological empowerment on the relationships between P-O fit, job satisfaction, and in-role performance. Journal of Business and Psychology, 25(4), 639-647.
    Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance: Positive behavior in uncertain and interdependent contexts. Academy of Management Journal, 50(2), 327-347.
    Grimmelikhuijsen, S., Jilke, S., Olsen, A. L., & Tummers, L. (2017). Behavioral public administration: Combining insights from public administration and psychology. Public Administration Review, 77(1), 45-56.
    Grizzle, G. A. (2002). Performance measurement and dysfunction: The dark side of quantifying work. Public Performance & Management Review, 25(4), 363-369.
    Gross, H. P., Thaler, J., & Winter, V. (2019). Integrating public service motivation in the job-demands-resources model: An empirical analysis to explain employees’ performance, absenteeism, and presenteeism. International Public Management Journal, 22(1), 176-206.
    Gross, H. P., Thaler, J., & Winter, V. (2019). Integrating public service motivation in the job-demands-resources model: An empirical analysis to explain employees’ performance, absenteeism, and presenteeism. International Public Management Journal, 22(1), 176-206.
    Günzel-Jensen, F., Hansen, J. R., Jakobsen, M. L. F., & Wulff, J. (2018). A two-pronged approach? Combined leadership styles and innovative behavior. International Journal of Public Administration, 41(12), 957-970.
    Hall, A. T., & Ferris, G. R. (2011). Accountability and extra-role behavior. Employee Responsibilities and Rights Journal, 23(2), 131-144.
    Hall, A. T., Frink, D. D., & Buckley, M. R. (2017). An accountability account: A review and synthesis of the theoretical and empirical research on felt accountability. Journal of Organizational Behavior, 38(2), 204-224.
    Hall, A. T., Frink, D. D., Ferris, G. R., Hochwarter, W. A., Kacmar, C. J., & Bowen, M. G. (2003). Accountability in human resources management. In C. A. Schriesheim & L. L. Neider (Eds.), New directions in human resource management (pp. 29–63). Greenwich, CT: Information Age Publishing.
    Hall, A. T., Royle, M. T., Brymer, R. A., Perrewé, P. L., Ferris, G. R., & Hochwarter, W. A. (2006). Relationships between felt accountability as a stressor and strain reactions: The neutralizing role of autonomy across two studies. Journal of Occupational Health Psychology, 11(1), 87-99.
    Hall, A. T., Zinko, R., Perryman, A. A., & Ferris, G. R. (2009). Organizational citizenship behavior and reputation: Mediators in the relationships between accountability and job performance and satisfaction. Journal of Leadership & Organizational Studies, 15(4), 381-392.
    Han, Y., & Hong, S. (2019). The impact of accountability on organizational performance in the US federal government: The moderating role of autonomy. Review of Public Personnel Administration, 39(1), 3-23.
    Han, Y., & Perry, J. L. (2020a). Employee accountability: development of a multidimensional scale. International Public Management Journal, 23(2), 224-251.
    Han, Y., & Perry, J. L. (2020b). Conceptual bases of employee accountability: A psychological approach. Perspectives on Public Management and Governance, 3(4), 288-304.
    Han, Y., & Robertson, P. J. (2021). Public employee accountability: An empirical examination of a nomological network. Public Performance & Management Review, 44(3), 494-522.
    Hansen, J. A., & Pihl-Thingvad, S. (2019). Managing employee innovative behaviour through transformational and transactional leadership styles. Public Management Review, 21(6), 918-944.
    Harrison, R. L., Reilly, T. M., & Creswell, J. W. (2020). Methodological rigor in mixed methods: An application in management studies. Journal of Mixed Methods Research, 14(4), 473-495.
    Hassan, H. A., Zhang, X., Ahmad, A. B., & Liu, B. (2021). Public service motivation and employee change-supportive intention: Utilizing the theory of planned behavior. Public Personnel Management, 50(2), 283-304.
    Hassan, S., & Hatmaker, D. M. (2015). Leadership and performance of public employees: Effects of the quality and characteristics of manager-employee relationships. Journal of Public Administration Research and Theory, 25(4), 1127-1155.
    Hassan, S., Wright, B. E., & Park, J. (2016). The role of employee task performance and learning effort in determining empowering managerial practices: Evidence from a public agency. Review of Public Personnel Administration, 36(1), 57-79.
    Hendren, K., Luo, Q. E., & Pandey, S. K. (2018). The state of mixed methods research in public administration and public policy. Public Administration Review, 78(6), 904-916.
    Hirschman, A. O. (1970). Exit, voice, and loyalty: Responses to decline in firms, organizations, and states. Cambridge, MA: Harvard University Press.
    Hochwarter, W. A., Ferris, G. R., Gavin, M. B., Perrewé, P. L., Hall, A. T., & Frink, D. D. (2007). Political skill as neutralizer of felt accountability-job tension effects on job performance ratings: A longitudinal investigation. Organizational Behavior and Human Decision Processes, 102(2), 226-239.
    Hochwarter, W. A., Parker, Ellen III, B., & Ferris, G. R. (2014). Examining the interactive effects of accountability, politics, and voice. Career Development International, 19(4), 358-380.
    Hochwarter, W. A., Perrewé, P. L., Hall, A. T., & Ferris, G. R. (2005). Negative affectivity as a moderator of the form and magnitude of the relationship between felt accountability and job tension. Journal of Organizational Behavior, 26(5), 517-534.
    Homberg, F., McCarthy, D., & Tabvuma, V. (2015). A meta‐analysis of the relationship between public service motivation and job satisfaction. Public Administration Review, 75(5), 711-722.
    Homberg, F., Vogel, R., & Weiherl, J. (2019). Public service motivation and continuous organizational change: Taking charge behaviour at police services. Public Administration, 97(1), 28-47.
    Hwang, K. S. (2013). The impact of accountability and accountability management on performance at the street level (Doctoral dissertation, Virginia Tech).
    Ingrams, A. (2020). Organizational citizenship behavior in the public and private sectors: A multilevel test of public service motivation and traditional antecedents. Review of Public Personnel Administration, 40(2), 222-244.
    Ivankova, N. V. (2014). Implementing quality criteria in designing and conducting a sequential QUAN→QUAL mixed methods study of student engagement with learning applied research methods online. Journal of Mixed Methods Research, 8(1), 25-51.
    Ivankova, N. V., Creswell, J. W., & Stick, S. L. (2006). Using mixed-methods sequential explanatory design: From theory to practice. Field Methods, 18(1), 3-20.
    Jacobsen, C. B., Hvitved, J., & Andersen, L. B. (2014). Command and motivation: How the perception of external interventions relates to intrinsic motivation and public service motivation. Public Administration, 92(4), 790-806.
    Jakobsen, M., & Jensen, R. (2015). Common method bias in public management studies. International Public Management Journal, 18(1), 3-30.
    Janssen, O. (2000). Job demands, perceptions of effort‐reward fairness and innovative work behaviour. Journal of Occupational and Organizational Psychology, 73(3), 287-302.
    Janssen, O. (2001). Fairness perceptions as a moderator in the curvilinear relationships between job demands, and job performance and job satisfaction. Academy of Management Journal, 44(5), 1039-1050.
    Janssen, O., & Van Yperen, N. W. (2004). Employees' goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction. Academy of Management Journal, 47(3), 368-384.
    Jawahar, I. M., Meurs, J. A., Ferris, G. R., & Hochwarter, W. A. (2008). Self-efficacy and political skill as comparative predictors of task and contextual performance: A two-study constructive replication. Human Performance, 21(2), 138-157.
    Jensen, U. T., & Holten, A. L. (2023). Buffer and booster? Testing PSM’s role in job demands-resources theory. Public Management Review. DOI: 10.1080/14719037.2023.2248128.
    Jensen, U. T., Andersen, L. B., & Holten, A. L. (2019). Explaining a dark side: Public service motivation, presenteeism, and absenteeism. Review of Public Personnel Administration, 39(4), 487-510.
    Jensen, U. T., Andersen, L. B., Bro, L. L., Bøllingtoft, A., Eriksen, T. L. M., Holten, A. L., & Würtz, A. (2019). Conceptualizing and measuring transformational and transactional leadership. Administration & Society, 51(1), 3-33.
    Jin, M. H., McDonald, B., & Park, J. (2018). Person-organization fit and turnover intention: Exploring the mediating role of employee followership and job satisfaction through conservation of resources theory. Review of Public Personnel Administration, 38(2), 167-192.
    Joaquin, M. E., & Greitens, T. J. (2011). The accountability-performance link: An attempt at distilling some mechanisms in a management reform initiative. Public Performance & Management Review, 34(3), 323-349.
    Johari, J., & Yahya, K. K. (2019). Organizational structure, work involvement, and job performance of public servants. International Journal of Public Administration, 42(8), 654-663.
    Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31(2), 386-408.
    Johnson, J. W. (2003). Toward a better understanding of the relationship between personality and individual job performance. In M. R. Barrick & A. M. Ryan (Eds.), Personality and work: Reconsidering the role of personality in organizations (pp. 83-120). San Francisco, CA: Jossey-Bass.
    Johnson, R. B., & Onwuegbuzie, A. J. (2004). Mixed methods research: A research paradigm whose time has come. Educational Researcher, 33(7), 14-26.
    Johnson, R. B., Onwuegbuzie, A. J., & Turner, L. A. (2007). Toward a definition of mixed methods research. Journal of Mixed Methods Research, 1(2), 112-133.
    Jones, B. D. (2001). Politics and the architecture of choice: Bounded rationality and governance. Chicago, IL: University of Chicago Press.
    Jos, P. H., & Tompkins, M. E. (2004). The accountability paradox in an age of reinvention: The perennial problem of preserving character and judgment. Administration & Society, 36(3), 255-281.
    Judge, T. A., Jackson, C. L., Shaw, J. C., Scott, B. A., & Rich, B. L. (2007). Self-efficacy and work-related performance: the integral role of individual differences. Journal of Applied Psychology, 92(1), 107-127.
    Jurkiewicz, C. L., Massey Jr, T. K., & Brown, R. G. (1998). Motivation in public and private organizations: A comparative study. Public productivity & Management Review, 21(3), 230-250.
    Kakkar, H., Tangirala, S., Srivastava, N. K., & Kamdar, D. (2016). The dispositional antecedents of promotive and prohibitive voice. Journal of Applied Psychology, 101(9), 1342-1351.
    Katz, D. (1964). The motivational basis of organizational behavior. Behavioral science, 9(2), 131-146.
    Katz, D., & Kahn, R.L. (1966). The social psychology of organizations. New York: Wiley.
    Kearns, K. P. (1996). Managing for accountability: Preserving the public trust in public and nonprofit organization. San Francisco, CA: Jossey-Bass.
    Kim, H., & Yukl, G. (1995). Relationships of managerial effectiveness and advancement to self-reported and subordinate-reported leadership behaviors from the multiple-linkage mode. The Leadership Quarterly, 6(3), 361-377.
    Kim, S. E., & Lee, J. W. (2010). Impact of competing accountability requirements on perceived work performance. The American Review of Public Administration, 40(1), 100-118.
    Kim, S., Vandenabeele, W., Wright, B. E., Andersen, L. B., Cerase, F. P., Christensen, R. K., Desmarais, C., Koumenta, M. Leisink, P., Liu, Bangcheng, Palidauskaite, J., Pedersen, L. H., Perry, J. L., Ritz, A., Taylor, J., & De Vivo, P. (2013). Investigating the structure and meaning of public service motivation across populations: Developing an international instrument and addressing issues of measurement invariance. Journal of Public Administration Research and Theory, 23(1), 79-102.
    Koppell, J. G. (2005). Pathologies of accountability: ICANN and the challenge of “multiple accountabilities disorder.” Public Administration Review, 65(1), 94-108.
    Kottke, J. L., & Sharafinski, C. E. (1988). Measuring perceived supervisory and organizational support. Educational and Psychological Measurement, 48(4), 1075-1079.
    Kreps, D. M. (1997). Intrinsic motivation and extrinsic incentives. The American Economic Review, 87(2), 359-364.
    Kuo, C. C., Ni, Y. L., Wu, C. H., Duh, R. R., Chen, M. Y., & Chang, C. (2022). When can felt accountability promote innovative work behavior? The role of transformational leadership. Personnel Review, 51(7), 1807-1822.
    Kwon, B., Farndale, E., & Park, J. G. (2016). Employee voice and work engagement: Macro, meso, and micro-level drivers of convergence? Human Resource Management Review, 26(4), 327-337.
    Lam, L. W., Chuang, A., Wong, C. S., & Zhu, J. N. (2019). A typology of three-way interaction models: Applications and suggestions for Asian management research. Asia Pacific Journal of Management, 36, 1-16.
    Larson, R. B. (2019). Controlling social desirability bias. International Journal of Market Research, 61(5), 534-547.
    Lee, H. J., Kim, M. Y., Park, S. M., & Robertson, P. J. (2020). Public service motivation and innovation in the Korean and Chinese public sectors: Exploring the role of Confucian values and social capital. International Public Management Journal, 23(4), 496-534.
    Lee, S. H. (2008). The effect of employee trust and commitment on innovative behavior in the public sector: An empirical study. International Review of Public Administration, 13(1), 27-46.
    Leech, N. L., & Onwuegbuzie, A. J. (2009). A typology of mixed methods research designs. Quality & Quantity, 43, 265-275.
    Leisink, P., & Steijn, B. (2009). Public service motivation and job performance of public sector employees in the Netherlands. International Review of Administrative Sciences, 75(1), 35-52.
    LePine, J. A., & Van Dyne, L. (2001). Voice and cooperative behavior as contrasting forms of contextual performance: evidence of differential relationships with big five personality characteristics and cognitive ability. Journal of Applied Psychology, 86(2), 326-336.
    Lerner, J. S., & Tetlock, P. E. (1999). Accounting for the effects of accountability. Psychological Bulletin, 125(2), 255-275.
    Levine, C. H., Peters, B. G., & Thompson, F. J. (1990). Public administration: Challenges, choices, consequences. Glenview, IL: Scott, Foresman/Little, Brown Higher Education.
    Lewis, G. B., & Frank, S. A. (2002). Who wants to work for the government? Public Administration Review, 62(4), 395-404.
    Li, Y., Liu, W., & Yu, G. (2022). Dancing in Shackles: The double-edged sword effect of felt accountability on work outcomes and individual wellbeing. Frontiers in Psychology, 13, 904946.
    Liang, J., Farh, C. I., & Farh, J. L. (2012). Psychological antecedents of promotive and prohibitive voice: A two-wave examination. Academy of Management Journal, 55(1), 71-92.
    Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24(1), 43-72.
    Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. Thousand Oaks, CA: Sage.
    Lindell, M. K., & Whitney, D. J. (2001). Accounting for common method variance in cross-sectional research designs. Journal of Applied Psychology, 86(1), 114-121.
    Lipsky, M. (1980.) Street level bureaucracy: Dilemmas of the individual in public services. New York: Russell Sage Foundation.
    Liu, B., Yang, K., & Yu, W. (2015). Work-related stressors and health-related outcomes in public service: Examining the role of public service motivation. The American Review of Public Administration, 45(6), 653-673.
    Liu, D., Jiang, K., Shalley, C. E., Keem, S., & Zhou, J. (2016). Motivational mechanisms of employee creativity: A meta-analytic examination and theoretical extension of the creativity literature. Organizational Behavior and Human Decision Processes, 137, 236-263.
    Liu, W., Zhu, R., & Yang, Y. (2010). I warn you because I like you: Voice behavior, employee identifications, and transformational leadership. The Leadership Quarterly, 21(1), 189–202.
    Lupson, J., & Partington, D. (2011). Individual civil servants’ conceptions of accountability: A preliminary study. Public Management Review, 13(7), 895-918.
    Lynggaard, M., Pedersen, M. J., & Andersen, L. B. (2018). Exploring the context dependency of the PSM–performance relationship. Review of Public Personnel Administration, 38(3), 332-354.
    Lynn Jr, L. E. (1994). Public management research: The triumph of art over science. Journal of Policy Analysis and Management, 13(2), 231-259.
    MacKenzie, S. B., Podsakoff, P. M., & Ahearne, M. (1998). Some possible antecedents and consequences of in-role and extra-role salesperson performance. Journal of Marketing, 62(3), 87-98.
    Maesschalck, Jeroen, Zeger van de Wal, and Leo Huberts. 2008. Public service motivation and ethical conduct. In J. Perry & A. Hondeghem (Eds.), Motivation in public management: The call of public service (pp. 157-176). Oxford: Oxford University Press.
    March, J. G. & Olsen, J. P. (1989). Rediscovering institutions. New York: The Free Press.
    Maxwell, J. A. (2004). Using qualitative methods for causal explanation. Field Methods, 16(3), 243-264.
    Maynard-Moody, S. W., Musheno, M., & Musheno, M. C. (2003). Cops, teachers, counselors: Stories from the front lines of public service. Ann Arbor, MI: University of Michigan Press.
    Maynard-Moody, S., & Musheno, M. (2000). State agent or citizen agent: Two narratives of discretion. Journal of Public Administration Research and Theory, 10(2), 329-358.
    Maynes, T. D., & Podsakoff, P. M. (2014). Speaking more broadly: An examination of the nature, antecedents, and consequences of an expanded set of employee voice behaviors. Journal of Applied Psychology, 99(1), 87-112.
    McKim, C. A. (2017). The value of mixed methods research: A mixed methods study. Journal of Mixed Methods Research, 11(2), 202-222.
    Meier, A., Boivin, M., & Meier, M. (2008). Theme-analysis: Procedures and application for psychotherapy research. Qualitative Research in Psychology, 5(4), 289-310.
    Meier, K. J., & O’Toole Jr, L. J. (2011). Comparing public and private management: Theoretical expectations. Journal of Public Administration Research and Theory, 21(suppl_3), i283-i299.
    Meier, K. J., & O’Toole, L. J. (2013). Subjective organizational performance and measurement error: Common source bias and spurious relationships. Journal of Public Administration Research and Theory, 23(2), 429-456.
    Meier, K. J., O’Toole Jr, L. J., & O’Toole, L. J. (2006). Bureaucracy in a democratic state: A governance perspective. Baltimore, Maryland: Johns Hopkins University Press.
    Mele, V., & Belardinelli, P. (2019). Mixed methods in public administration research: Selecting, sequencing, and connecting. Journal of Public Administration Research and Theory, 29(2), 334-347.
    Mero, N. P., Guidice, R. M., & Werner, S. (2014). A field study of the antecedents and performance consequences of perceived accountability. Journal of Management, 40(6), 1627-1652.
    Methot, J. R., Lepine, J. A., Podsakoff, N. P., & Christian, J. S. (2016). Are workplace friendships a mixed blessing? Exploring tradeoffs of multiplex relationships and their associations with job performance. Personnel Psychology, 69(2), 311-355.
    Miao, Q., Eva, N., Newman, A., & Schwarz, G. (2019). Public service motivation and performance: The role of organizational identification. Public Money & Management, 39(2), 77-85.
    Miao, Q., Newman, A., Schwarz, G., & Cooper, B. (2018). How leadership and public service motivation enhance innovative behavior. Public Administration Review, 78(1), 71-81.
    Mick, D. G. (1996). Are studies of dark side variables confounded by socially desirable responding? The case of materialism. Journal of Consumer Research, 23(2), 106-119.
    Mikkelsen, M. F., Jacobsen, C. B., & Andersen, L. B. (2017). Managing employee motivation: Exploring the connections between managers’ enforcement actions, employee perceptions, and employee intrinsic motivation. International Public Management Journal, 20(2), 183-205.
    Miller, G. J. (1992). Managerial dilemmas: The political economy of hierarchy. New York, NY: Cambridge University Press.
    Miller, G. J. (2000). Above politics: Credible commitment and efficiency in the design of public agencies. Journal of Public Administration Research and Theory, 10(2), 289-328.
    Miller, G. J., & Whitford, A. B. (2002). Trust and incentives in principal-agent negotiations: The ‘insurance/incentive trade-off.’ Journal of Theoretical Politics, 14(2), 231-267.
    Miller, G. J., & Whitford, A. B. (2007). The principal’s moral hazard: Constraints on the use of incentives in hierarchy. Journal of Public Administration Research and Theory, 17(2), 213-233.
    Miller, G. J., & Whitford, A. B. (2016). Above politics: Bureaucratic discretion and Credible Commitment. New York, NY: Cambridge University Press.
    Milliken, F. J., Morrison, E. W., & Hewlin, P. F. (2003). An exploratory study of employee silence: Issues that employees don’t communicate upward and why. Journal of Management Studies, 40(6), 1453-1476.
    Mitchell, T. R., Hopper, H., Daniels, D., Falvy, J. G., & Ferris, G. R. (1998). Power, accountability, and inappropriate actions. Applied Psychology, 47(4), 497-517.
    Moe, T. M. (1984). The new economics of organization. American Journal of Political Science, 28(4), 739-777.
    Molines, M., Mifsud, M., El Akremi, A., & Perrier, A. (2022). Motivated to Serve: A regulatory perspective on public service motivation and organizational citizenship behavior. Public Administration Review, 82(1), 102-116.
    Morgan, D. L. (2007). Paradigms lost and pragmatism regained: Methodological implications of combining qualitative and quantitative methods. Journal of Mixed Methods Research, 1(1), 48-76.
    Morgan, D. L., & Hoffman, K. (2021). Searching for qualitatively driven mixed methods research: A citation analysis. Quality & Quantity, 55, 731-740.
    Morrison, E. W. (1994). Role definitions and organizational citizenship behavior: The importance of the employee’s perspective. Academy of Management Journal, 37(6), 1543-1567.
    Morrison, E. W. (2011). Employee voice behavior: Integration and directions for future research. Academy of Management Annals, 5(1), 373-412.
    Morrison, E. W. (2014). Employee voice and silence. Annual Review of Organizational Psychology and Organizational Behavior 1(1), 173-197.
    Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review, 25(4), 706-725.
    Morrison, E. W., & Phelps, C. C. (1999). Taking charge at work: Extrarole efforts to initiate workplace change. Academy of Management Journal, 42(4), 403-419.
    Motowidlo, S. J. (2000). Some basic issues related to contextual performance and organizational citizenship behavior in human resource management. Human Resource Management Review, 10(1), 115-126.
    Motowidlo, S. J., & Kell, H. J. (2012). Job performance. In N. W. Schmitt, S. Highhouse & I. B. Weiner (Eds.), Handbook of psychology, Volume 12 industrial and organizational psychology (pp. 82-103). Hoboken, NJ: John Wiley & Sons, Inc.
    Motowidlo, S. J., Borman, W. C., & Schmit, M. J. (1997). A theory of individual differences in task and contextual performance. Human Performance, 10(2), 71-83.
    Moynihan, D. P., & Ingraham, P. W. (2003). Look for the silver lining: When performance‐based accountability systems work. Journal of Public Administration Research and Theory, 13(4), 469-490.
    Moynihan, D. P., & Pandey, S. K. (2007). The role of organizations in fostering public service motivation. Public Administration Review, 67(1), 40-53.
    Mueller, D. C. (2003). Public choice III. New York, NY: Cambridge University Press.
    Mulgan, R. (2000). ‘Accountability’: An ever‐expanding concept? Public Administration, 78(3), 555-573.
    Mulgan, R. (2003). Holding power to account: Accountability in modern democracies. London: Springer.
    Mussagulova, A. (2021). Predictors of work engagement: Drawing on job demands-resources theory and public service motivation. Australian Journal of Public Administration, 80(2), 217-238.
    Naff, K. C., & Crum, J. (1999). Working for America: Does public service motivation make a difference? Review of Public Personnel Administration, 19(4), 5-16.
    Ng, T. W., & Feldman, D. C. (2012). Employee voice behavior: A meta‐analytic test of the conservation of resources framework. Journal of Organizational Behavior, 33(2), 216-234.
    Nielsen, P. A. (2014). Learning from performance feedback: Performance information, aspiration levels, and managerial priorities. Public Administration, 92(1), 142-160.
    O’Toole Jr, L. J., & Meier, K. J. (2011). Public Management: Organizations, governance, and performance. New York, NY: Cambridge University Press.
    Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39(3), 607-634.
    Olsen, J. P. (2015). Democratic order, autonomy, and accountability. Governance, 28(4), 425-440.
    Ossege, C. (2012). Accountability–are We Better off Without It? An empirical study on the effects of accountability on public managers’ work behaviour. Public Management Review, 14(5), 585-607.
    Overman, S., Schillemans, T., & Grimmelikhuijsen, S. (2021). A validated measurement for felt relational accountability in the public sector: Gauging the account holder’s legitimacy and expertise. Public Management Review, 23(12), 1748-1767.
    Page, S. (2006). The web of managerial accountability: The impact of reinventing government. Administration & Society, 38(2), 166-197.
    Pandey, S. K., & Wright, B. E. (2006). Connecting the dots in public management: Political environment, organizational goal ambiguity, and the public manager’s role ambiguity. Journal of Public Administration Research and Theory, 16(4), 511-532.
    Pandey, S. K., Wright, B. E., & Moynihan, D. P. (2008). Public service motivation and interpersonal citizenship behavior in public organizations: Testing a preliminary model. International Public Management Journal, 11(1), 89-108.
    Park, J., & Hassan, S. (2018). Does the influence of empowering leadership trickle down? Evidence from law enforcement organizations. Journal of Public Administration Research and Theory, 28(2), 212-225.
    Park, S. M., & Kim, M. Y. (2015). Accountability and public service motivation in Korean government agencies. Public Money & Management, 35(5), 357-364.
    Park, S. M., & Rainey, H. G. (2007). Antecedents, mediators, and consequences of affective, normative, and continuance commitment: Empirical tests of commitment effects in federal agencies. Review of Public Personnel Administration, 27(3), 197-226.
    Parker, S. K., Bindl, U. K., & Strauss, K. (2010). Making things happen: A model of proactive motivation. Journal of Management, 36(4), 827-856.
    Patton, M. Q. (2014). Qualitative research & evaluation methods: Integrating theory and practice. Thousand, CA: Sage publications.
    Perry, J. L. (1996). Measuring public service motivation: An assessment of construct reliability and validity. Journal of Public Administration Research and Theory, 6(1), 5-22.
    Perry, J. L. (2012). How can we improve our science to generate more usable knowledge for public professionals? Public Administration Review, 72(4), 479-482.
    Perry, J. L. (2020). Managing organizations to sustain passion for public service. New York: Cambridge University Press.
    Perry, J. L., & Hondeghem, A. (2008). Building theory and empirical evidence about public service motivation. International Public Management Journal, 11(1), 3-12.
    Perry, J. L., & Porter, L. W. (1982). Factors affecting the context for motivation in public organizations. Academy of Management Review, 7(1), 89-98.
    Perry, J. L., & Rainey, H. G. (1988). The public-private distinction in organization theory: A critique and research strategy. Academy of Management Review, 13(2), 182-201.
    Perry, J. L., & Vandenabeele, W. (2008). Behavioral dynamics: Institutions, identities, and self-regulation. In J. Perry & A. Hondeghem (Eds.), Motivation in public management: The call of public service (pp. 56-79). Oxford: Oxford University Press.
    Perry, J. L., & Wise, L. R. (1990). The motivational bases of public service. Public Administration Review, 50, 367-373.
    Perry, J. L., Hondeghem, A., & Wise, L. R. (2010). Revisiting the motivational bases of public service: Twenty years of research and an agenda for the future. Public Administration Review, 70(5), 681-690.
    Peters, B. G. (2019). Is democracy a substitute for ethics? Administrative reform and accountability. In Chapman, R. (Ed.), Ethics in public service for the new millennium (pp. 127-139). London: Routledge.
    Piatak, J. S., & Holt, S. B. (2020). Disentangling altruism and public service motivation: who exhibits organizational citizenship behaviour? Public Management Review, 22(7), 949-973.
    Pierre, J., & Peters, B. G. (2017). The shirking bureaucrat: a theory in search of evidence? Policy & Politics, 45(2), 157-172.
    Podsakoff, P. M., Bommer, W. H., Podsakoff, N. P., & MacKenzie, S. B. (2006). Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research. Organizational Behavior and Human Decision Processes, 99(2), 113-142.
    Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Meta-analysis of the relationships between Kerr and Jermier's substitutes for leadership and employee job attitudes, role perceptions, and performance. Journal of Applied Psychology, 81(4), 380-399.
    Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of method bias in social science research and recommendations on how to control it. Annual Review of Psychology, 63, 539-569.
    Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-901.
    Pollitt, C. (2003). The essential public manager: Public policy and management. UK: Open University Press/McGraw-Hill Education.
    Quratulain, S., & Khan, A. K. (2015). Red tape, resigned satisfaction, public service motivation, and negative employee attitudes and behaviors: Testing a model of moderated mediation. Review of Public Personnel Administration, 35(4), 307-332.
    Radin, B. (2002). The accountable juggler: The art of leadership in a federal agency. Washington, D.C.: CQ Press.
    Raimondo, E., & Newcomer, K. E. (2017). Mixed-methods inquiry in public administration: The interaction of theory, methodology, and praxis. Review of Public Personnel Administration, 37(2), 183-201.
    Rainey, H. G. (1983). Public agencies and private firms: Incentive structures, goals, and individual roles. Administration & Society, 15(2), 207-242.
    Rainey, H. G. (2003). Understanding and managing public organizations. San Francisco, CA: John Wiley & Sons.
    Rainey, H. G., & Bozeman, B. (2000). Comparing public and private organizations: Empirical research and the power of the a priori. Journal of Public Administration Research and Theory, 10(2), 447-470.
    Rainey, H. G., & Steinbauer, P. (1999). Galloping elephants: Developing elements of a theory of effective government organizations. Journal of Public Administration Research and Theory, 9(1), 1-32.
    Raja, U., & Johns, G. (2010). The joint effects of personality and job scope on in-role performance, citizenship behaviors, and creativity. Human Relations, 63(7), 981-1005.
    Rees, C., Alfes, K., & Gatenby, M. (2013). Employee voice and engagement: Connections and consequences. The International Journal of Human Resource Management, 24(14), 2780-2798.
    Ren, F., & Zhang, J. (2015). Job stressors, organizational innovation climate, and employees’ innovative behavior. Creativity Research Journal, 27(1), 16-23.
    Restubog, S. L. D., Bordia, P., & Tang, R. L. (2006). Effects of psychological contract breach on performance of IT employees: The mediating role of affective commitment. Journal of Occupational and Organizational Psychology, 79(2), 299-306.
    Riccucci, N. M. (2010). Public administration: Traditions of inquiry and philosophies of knowledge. New York: Georgetown University Press.
    Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635.
    Ritz, A., Brewer, G. A., & Neumann, O. (2016). Public service motivation: A systematic literature review and outlook. Public Administration Review, 76(3), 414-426.
    Ritz, A., Schott, C., Nitzl, C., & Alfes, K. (2020). Public service motivation and prosocial motivation: two sides of the same coin? Public Management Review, 22(7), 974-998.
    Ritz, A., Vandenabeele, W., & Vogel, D. (2021). Public service motivation and individual job performance. In P. Leisink, L. B. Andersen, G. A. Brewer, C. B. Jacobsen, E. Knies, & W. Vandenabeele (Eds.), Managing for public service performance: How people and values make a difference (pp. 254-277), Oxford: Oxford University Press.
    Roberts, N. C. (2002). Keeping public officials accountable through dialogue: Resolving the accountability paradox. Public Administration Review, 62(6), 658-669.
    Romzek, B. S. (2000). Dynamics of public sector accountability in an era of reform. International Review of Administrative Sciences, 66(1), 21-44.
    Romzek, B. S., & Dubnick, M. J. (1987). Accountability in the public sector: Lessons from the Challenger tragedy. Public Administration Review, 47(3), 227-238.
    Romzek, B. S., & Ingraham, P. W. (2000). Cross pressures of accountability: Initiative, command, and failure in the Ron Brown plane crash. Public Administration Review, 60(3), 240-253.
    Romzek, B. S., LeRoux, K., & Blackmar, J. M. (2012). A preliminary theory of informal accountability among network organizational actors. Public Administration Review, 72(3), 442-453.
    Romzek, B., LeRoux, K., Johnston, J., Kempf, R. J., & Piatak, J. S. (2014). Informal accountability in multisector service delivery collaborations. Journal of Public Administration Research and Theory, 24(4), 813-842.
    Rotenberry, P. F., & Moberg, P. J. (2007). Assessing the impact of job involvement on performance. Management Research News, 30(3), 203-215.
    Royle, M. T., Hall, A. T., Hochwarter, W. A., Perrewé, P. L., & Ferris, G. R. (2005). The interactive effects of accountability and job self-efficacy on organizational citizenship behavior and political behavior. Organizational Analysis, 13(1), 53-71.
    Rusbult, C. E., Farrell, D., Rogers, G., & Mainous III, A. G. (1988). Impact of exchange variables on exit, voice, loyalty, and neglect: An integrative model of responses to declining job satisfaction. Academy of Management Journal, 31(3), 599-627.
    Ryan, R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary Educational Psychology, 25(1), 54-67.
    Sandfort, J. R. (2000). Moving beyond discretion and outcomes: Examining public management from the front lines of the welfare system. Journal of Public Administration Research and Theory, 10(4), 729-756.
    Sappington, D. E. (1991). Incentives in principal-agent relationships. Journal of Economic Perspectives, 5(2), 45-66.
    Scandura, T. A., & Graen, G. B. (1984). Moderating effects of initial leader–member exchange status on the effects of a leadership intervention. Journal of Applied Psychology, 69(3), 428–436.
    Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi‐sample study. Journal of Organizational Behavior, 25(3), 293-315.
    Schaufeli, W. B., & Taris, T. W. (2014). A critical review of the job demands-resources model: Implications for improving work and health. In G. F. Bauer & O. Hämmig (Eds.), Bridging occupational, organizational and public health: A transdisciplinary approach (pp. 43–68). London: Springer.
    Schaufeli, W. B., Bakker, A. B., & Van Rhenen, W. (2009). How changes in job demands and resources predict burnout, work engagement, and sickness absenteeism. Journal of Organizational Behavior, 30(7), 893-917.
    Schepers, J., Falk, T., De Ruyter, K., De Jong, A., & Hammerschmidt, M. (2012). Principles and principals: do customer stewardship and agency control compete or complement when shaping frontline employee behavior? Journal of Marketing, 76(6), 1-20.
    Schillemans, T. (2013). Moving beyond the clash of interests: On stewardship theory and the relationships between central government departments and public agencies. Public Management Review, 15(4), 541-562.
    Schillemans, T., & Bjurstrøm, K. H. (2020). Trust and verification: Balancing agency and stewardship theory in the governance of agencies. International Public Management Journal, 23(5), 650-676.
    Schillemans, T., Overman, S., Fawcett, P., Flinders, M., Fredriksson, M., Laegreid, P., Maggetti, M., Papadopoulos, Y., Rubecksen, K., Rykkja, L. H., Salomonsen, H. H., Smullen, A., & Wood, M. (2021). Understanding Felt Accountability: The institutional antecedents of the felt accountability of agency‐CEO’s to central government. Governance, 34(3), 893-916.
    Schoorman, F. D., & Mayer, R. C. (2008). The value of common perspectives in self-reported appraisals: You get what you ask for. Organizational Research Methods, 11(1), 148-159.
    Schott, C., & Ritz, A. (2018). The dark sides of public service motivation: A multi-level theoretical framework. Perspectives on Public Management and Governance, 1(1), 29-42.
    Schuster, C., Mikkelsen, K. S., Correa, I., & Meyer-Sahling, J. H. (2022). Exit, voice, and sabotage: Public service motivation and guerrilla bureaucracy in times of unprincipled political principals. Journal of Public Administration Research and Theory, 32(2), 416-435.
    Schwarz, G., Newman, A., Cooper, B., & Eva, N. (2016). Servant leadership and follower job performance: The mediating effect of public service motivation. Public Administration, 94(4), 1025-1041.
    Scott, P. G. (1997). Assessing determinants of bureaucratic discretion: An experiment in street-level decision making. Journal of Public Administration Research and Theory, 7(1), 35-58.
    Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37(3), 580-607.
    Shalley, C. E., & Gilson, L. L. (2004). What leaders need to know: A review of social and contextual factors that can foster or hinder creativity. The Leadership Quarterly, 15(1), 33-53.
    Shanock, L. R., & Eisenberger, R. (2006). When supervisors feel supported: Relationships with subordinates' perceived supervisor support, perceived organizational support, and performance. Journal of Applied psychology, 91(3), 689.
    Shim, D. C., & Faerman, S. (2017). Government employees’ organizational citizenship behavior: The impacts of public service motivation, organizational identification, and subjective OCB norms. International Public Management Journal, 20(4), 531-559.
    Shim, D. C., Park, H. H., & Eom, T. H. (2017). Street-level bureaucrats’ turnover intention: does public service motivation matter? International Review of Administrative Sciences, 83(3), 563-582.
    Silvia, C., & McGuire, M. (2010). Leading public sector networks: An empirical examination of integrative leadership behaviors. The Leadership Quarterly, 21(2), 264-277.
    Simon, Herbert A. (1947). Administrative behavior: A study of decision-making processes in administrative organization. New York: Macmillan.
    Sinclair, A. (1995). The chameleon of accountability: Forms and discourses. Accounting, organizations and Society, 20(2-3), 219-237.
    Spector, P. E. (2006). Method variance in organizational research: Truth or urban legend? Organizational Research Methods, 9(2), 221-232.
    Spencer, D. G. (1986). Employee voice and employee retention. Academy of Management Journal, 29(3), 488-502.
    Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1465.
    Stajkovic, A. D., & Luthans, F. (1998). Self-efficacy and work-related performance: A meta-analysis. Psychological Bulletin, 124(2), 240-261.
    Steen, T. (2008). Not a government monopoly: The private, nonprofit, and voluntary sectors. In J. Perry & A. Hondeghem (Eds.), Motivation in public management: The call of public service (pp. 203-222). Oxford: Oxford University Press.
    Steen, T. P., & Rutgers, M. R. (2011). The double-edged sword: Public service motivation, the oath of office and the backlash of an instrumental approach. Public Management Review, 13(3), 343-361.
    Steijn, B., & Van der Voet, J. (2019). Relational job characteristics and job satisfaction of public sector employees: When prosocial motivation and red tape collide. Public Administration, 97(1), 64-80.
    Strauss, A., & Corbin, J. M. (1990). Basics of qualitative research: Grounded theory procedures and techniques. London: Sage Publications.
    Sun, Sirui. (2021). The relationship between public service motivation and affective commitment in the public sector change: A moderated mediation model. Frontiers in Psychology 12: 631948.
    Teddlie, C., & Tashakkori, A. (2009). Foundations of mixed methods research: Integrating quantitative and qualitative approaches in the social and behavioral sciences. London: Sage.
    Terry, G., Hayfield, N., Clarke, V., & Braun, V. (2017). Thematic analysis. In C. Willig & W. Stainton Rogers (Eds.), The SAGE handbook of qualitative research in psychology (pp. 17-37). London: Sage.
    Terry, L. D. (1998). Administrative leadership, neo-managerialism, and the public management movement. Public Administration Review, 58(3), 194-200.
    Tetlock, P. E. (1985). Accountability: A social check on the fundamental attribution error. Social Psychology Quarterly, 48(3), 227-236.
    Tetlock, P. E. (1992). The impact of accountability on judgment and choice: Toward a social contingency model. Advances in Experimental Social Psychology, 25, 331-376.
    Tsameti, A., Bellou, V. M., & Tsamantouridis, K. (2023). Employee voice and innovative behavior in the public sector. International Journal of Public Administration, 46(1), 56-68.
    Turner, R. H. (1978). The role and the person. American Journal of Sociology, 84(1), 1-23.
    van Acker, W., & Bouckaert, G. (2018). What makes public sector innovations survive? An exploratory study of the influence of feedback, accountability and learning. International Review of Administrative Sciences, 84(2), 249-268.
    Van Dyne, L., & LePine, J. A. (1998). Helping and voice extra-role behaviors: Evidence of construct and predictive validity. Academy of Management Journal, 41(1), 108-119.
    Van Dyne, L., Cummings, L. L., & Parks, J. M. (1995). Extra role behaviors: In pursuit of construct and definitional clarity. In L. L. Cummings & B. M. Staw (Eds.), Research in organizational behavior (pp. 215-285), Greenwich, CT: JAI Press.
    Van Eerde, W., & Thierry, H. (1996). Vroom's expectancy models and work-related criteria: A meta-analysis. Journal of Applied Psychology, 81(5), 575-586.
    van Loon, N. M. (2015). The role of public service motivation in performance: Examining the potentials and pitfalls through an institutional approach (Doctoral dissertation, Utrecht University).
    van Loon, N. M. (2017). Does context matter for the type of performance-related behavior of public service motivated employees? Review of Public Personnel Administration, 37(4), 405-429.
    van Loon, N. M., Vandenabeele, W., & Leisink, P. (2015). On the bright and dark side of public service motivation: The relationship between PSM and employee wellbeing. Public Money & Management, 35(5), 349-356.
    van Loon, N. M., Vandenabeele, W., & Leisink, P. (2017). Clarifying the relationship between public service motivation and in-role and extra-role behaviors: The relative contributions of person-job and person-organization fit. The American Review of Public Administration, 47(6), 699-713.
    van Loon, N., Kjeldsen, A. M., Andersen, L. B., Vandenabeele, W., & Leisink, P. (2018). Only when the societal impact potential is high? A panel study of the relationship between public service motivation and perceived performance. Review of Public Personnel Administration, 38(2), 139-166.
    Van Slyke, D. M. (2007). Agents or stewards: Using theory to understand the government-nonprofit social service contracting relationship. Journal of Public Administration Research and Theory, 17(2), 157-187.
    Van Wart, M. (2003). Public-sector leadership theory: An assessment. Public Administration Review, 63(2), 214-228.
    Van Wart, M. (2013). Lessons from leadership theory and the contemporary challenges of leaders. Public Administration Review, 73(4), 553-565.
    Van Wart, M., & Kapucu, N. (2011). Crisis management competencies: The case of emergency managers in the USA. Public Management Review, 13(4), 489-511.
    Vandenabeele, W. (2007). Toward a public administration theory of public service motivation: An institutional approach. Public Management Review, 9(4), 545-556.
    Vandenabeele, W. (2009). The mediating effect of job satisfaction and organizational commitment on self-reported performance: more robust evidence of the PSM-performance relationship. International Review of Administrative Sciences, 75(1), 11-34.
    Vandenabeele, W., Brewer, G. A., & Ritz, A. (2014). Past, present, and future of public service motivation research. Public Administration, 92(4), 779-789.
    Vey, M. A., & Campbell, J. P. (2004). In-role or extra-role organizational citizenship behavior: Which are we measuring? Human Performance, 17(1), 119-135.
    Vigoda-Gadot, E., & Beeri, I. (2011). Change-oriented organizational citizenship behavior in public administration: The power of leadership and the cost of organizational politics. Journal of Public Administration Research and Theory, 22(3), 573-596.
    Vroom, V. H. (1964). Work and motivation. New York: Wiley.
    Walker, R. M. (2006). Innovation type and diffusion: An empirical analysis of local government. Public Administration, 84(2), 311-335.
    Walker, R. M. (2008). An empirical evaluation of innovation types and organizational and environmental characteristics: Towards a configuration framework. Journal of Public Administration Research and Theory, 18(4), 591-615.
    Walker, R. M., & Boyne, G. A. (2006). Public management reform and organizational performance: An empirical assessment of the UK Labour government's public service improvement strategy. Journal of Policy Analysis and Management, 25(2), 371-393.
    Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
    Walumbwa, F. O., Morrison, E. W., & Christensen, A. L. (2012). Ethical leadership and group in-role performance: The mediating roles of group conscientiousness and group voice. The Leadership Quarterly, 23(5), 953-964.
    Wang, D., Gan, C., Wu, C., & Wang, D. (2015). Ethical leadership and employee voice: Employee self-efficacy and self-impact as mediators. Psychological Reports, 116(3), 751-767.
    Warren, D. C. and Chen, L. (2013). The relationship between public service motivation and performance. In E. Ringquist (Ed.), Meta-Analysis for public management and policy (pp. 442-474). San Francisco, CA: Jossey-Bass.
    Warwick, D. P., & Meade, M. (1980). A theory of public bureaucracy: Politics, personality, and organization in the state department. Cambridge, MA: Harvard University Press.
    Waterman, R. W., & Meier, K. J. (1998). Principal-agent models: an expansion? Journal of Public Administration Research and Theory, 8(2), 173-202.
    Weiss, M., & Morrison, E. W. (2019). Speaking up and moving up: How voice can enhance employees' social status. Journal of Organizational Behavior, 40(1), 5-19.
    Welbourne, T. M., Johnson, D. E., & Erez, A. (1998). The role-based performance scale: Validity analysis of a theory-based measure. Academy of Management Journal, 41(5), 540-555.
    West, M.A., & Farr, J.L. (1990). Innovation and creativity at work: Psychological and organizational strategies. Chichester: John Wiley.
    Whiting, S. W., Podsakoff, P. M., & Pierce, J. R. (2008). Effects of task performance, helping, voice, and organizational loyalty on performance appraisal ratings. Journal of Applied Psychology, 93(1), 125-139.
    Whorton, J. W., & Worthley, J. A. (1981). A perspective on the challenge of public management: Environmental paradox and organizational culture. Academy of Management Review, 6(3), 357-361.
    Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601-617.
    Williams, L. J., & Anderson, S. E. (1994). An alternative approach to method effects by using latent-variable models: Applications in organizational behavior research. Journal of Applied Psychology, 79(3), 323-331.
    Williams, L. J., Gavin, M. B., & Williams, M. L. (1996). Measurement and nonmeasurement processes with negative affectivity and employee attitudes. Journal of Applied Psychology, 81(1), 88-101.
    Wilson, J. Q. (1989). Bureaucracy: What government agencies do and why they do it. New York: Basic Books.
    Wise, L. R. (2004). Bureaucratic posture: On the need for a composite theory of bureaucratic behavior. Public Administration Review, 64(6), 669-680.
    Withey, M. J., & Cooper, W. H. (1989). Predicting exit, voice, loyalty, and neglect. Administrative Science Quarterly, 34(4), 521-539.
    Wood, R., & Bandura, A. (1989). Social cognitive theory of organizational management. Academy of Management Review, 14(3), 361-384.
    Woodman, R. W., Sawyer, J. E., & Griffin, R. W. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18(2), 293-321.
    Wright, B. E. (2001). Public-sector work motivation: A review of the current literature and a revised conceptual model. Journal of Public Administration Research and Theory, 11(4), 559-586.
    Wright, B. E. (2004). The role of work context in work motivation: A public sector application of goal and social cognitive theories. Journal of Public Administration Research and Theory, 14(1), 59-78.
    Wright, B. E. (2007). Public service and motivation: Does mission matter? Public Administration Review, 67(1), 54-64.
    Wright, B. E., & Grant, A. M. (2010). Unanswered questions about public service motivation: Designing research to address key issues of emergence and effects. Public Administration Review, 70(5), 691-700.
    Wright, B. E., & Pandey, S. K. (2008). Public service motivation and the assumption of person-Organization fit: Testing the mediating effect of value congruence. Administration & Society, 40(5), 502-521.
    Wright, B. E., Christensen, R. K., & Isett, K. R. (2013). Motivated to adapt? The role of public service motivation as employees face organizational change. Public Administration Review, 73(5), 738-747.
    Wright, B. E., Christensen, R. K., & Pandey, S. K. (2013). Measuring public service motivation: Exploring the equivalence of existing global measures. International Public Management Journal, 16(2), 197-223.
    Wright, B. E., Hassan, S., & Christensen, R. K. (2017). Job choice and performance: Revisiting core assumptions about public service motivation. International Public Management Journal, 20(1), 108-131.
    Wright, B. E., Hassan, S., & Park, J. (2016). Does a public service ethic encourage ethical behaviour? Public service motivation, ethical leadership and the willingness to report ethical problems. Public Administration, 94(3), 647-663.
    Wright, B. E., Moynihan, D. P., & Pandey, S. K. (2012). Pulling the levers: Transformational leadership, public service motivation, and mission valence. Public Administration Review, 72(2), 206-215.
    Wu, C. H., Parker, S. K., & De Jong, J. P. (2014). Need for cognition as an antecedent of individual innovation behavior. Journal of Management, 40(6), 1511-1534.
    Yang, K. (2012). Further understanding accountability in public organizations: Actionable knowledge and the structure–agency duality. Administration & Society, 44(3), 255-284.
    Yang, K., & Pandey, S. K. (2009). How do perceived political environment and administrative reform affect employee commitment?. Journal of Public Administration Research and Theory, 19(2), 335-360.
    Yuan, F., & Woodman, R. W. (2010). Innovative behavior in the workplace: The role of performance and image outcome expectations. Academy of Management Journal, 53(2), 323-342.
    Yukl, G. (1989). Managerial leadership: A review of theory and research. Journal of Management, 15(2), 251-289.
    Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. Academy of Management Perspectives, 26(4), 66-85.
    Yukl, G., & Van Fleet, D. D. (1992). Theory and research on leadership in organizations. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology (pp. 147–197). Mountain View, CA: Consulting Psychologists Press.
    Yukl, G., Gordon, A., & Taber, T. (2002). A hierarchical taxonomy of leadership behavior: Integrating a half century of behavior research. Journal of Leadership & Organizational Studies, 9(1), 15-32.
    Yukl, G., Mahsud, R., Hassan, S., & Prussia, G. (2013). An improved measure of ethical leadership. Journal of Leadership & Organizational Studies, 20(1), 38-48.
    Yukl, G., Mahsud, R., Prussia, G., & Hassan, S. (2019). Effectiveness of broad and specific leadership behaviors. Personnel Review, 48 (3), 774-783.
    Yukl, G.A. (2002) Leadership in Organizations. Upper Saddle River, NJ: Prentice Hall.
    Yvonne Feilzer, M. (2010). Doing mixed methods research pragmatically: Implications for the rediscovery of pragmatism as a research paradigm. Journal of Mixed Methods Research, 4(1), 6-16.
    Zacka, B. (2022). Political theory rediscovers public administration. Annual Review of Political Science, 25, 21-42.
    Zellars, K. L., Hochwarter, W. A., Lanivich, S. E., Perrewé, P. L., & Ferris, G. R. (2011). Accountability for others, perceived resources, and well being: Convergent restricted non‐linear results in two samples. Journal of Occupational and Organizational Psychology, 84(1), 95-115.
    Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107-128.
    Zhang, X., & Zhou, J. (2014). Empowering leadership, uncertainty avoidance, trust, and employee creativity: Interaction effects and a mediating mechanism. Organizational Behavior and Human Decision Processes, 124(2), 150–164.
    Zhou, J., & Hoever, I. J. (2014). Research on workplace creativity: A review and redirection. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 333-359.
    Zhou, J., & Shalley, C. E. (2003). Research on employee creativity: A critical review and directions for future research. In J. J. Martocchio & G. R. Ferris (Eds.), Research in personnel and human resources management, Vol. 22 (pp. 165–217). Bingley: Elsevier Science Ltd.
    描述: 博士
    國立政治大學
    公共行政學系
    101256501
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0101256501
    数据类型: thesis
    显示于类别:[公共行政學系] 學位論文

    文件中的档案:

    档案 描述 大小格式浏览次数
    650101.pdf3315KbAdobe PDF0检视/开启


    在政大典藏中所有的数据项都受到原著作权保护.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - 回馈