Perceptions unfolded: managerial implementation in perception formation
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Perceptions unfolded: managerial implementation in perception formation. / Grøn, Caroline Louise Howard.
In: International Journal of Public Sector Management, Vol. 31, No. 6, 2018, p. 710-725.Research output: Contribution to journal › Journal article › Research › peer-review
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TY - JOUR
T1 - Perceptions unfolded: managerial implementation in perception formation
AU - Grøn, Caroline Louise Howard
PY - 2018
Y1 - 2018
N2 - The literature so far has shown that perceptions of managerial interventions matter for motivation and performance. However, how these perceptions are formed and develop over time is less clear. The purpose of this paper is to fill part of this gap.Design/methodology/approachThe paper uses a panel case study to investigate how perceptions of a managerial intervention are formed and developed over time among daycare workers in a Danish municipality.FindingsThe paper reveals the dynamic nature of preferences and the centrality of the local manager in perception formation, illustrating that it is not necessarily the implementation style (soft/hard) that is important as much as the managerial involvement in the initiative.Practical implicationsWhereas managers are still well advised to consider the pros and cons of a hard vs a soft implementation approach, this paper also underlines the importance of constant managerial involvement not only to ensure implementation but also to continuously impact the way managerial interventions are perceived.Originality/valueThe paper adds to the existing knowledge about perception formation by using a panel case study, hence illustrating the dynamic character of perception formation.
AB - The literature so far has shown that perceptions of managerial interventions matter for motivation and performance. However, how these perceptions are formed and develop over time is less clear. The purpose of this paper is to fill part of this gap.Design/methodology/approachThe paper uses a panel case study to investigate how perceptions of a managerial intervention are formed and developed over time among daycare workers in a Danish municipality.FindingsThe paper reveals the dynamic nature of preferences and the centrality of the local manager in perception formation, illustrating that it is not necessarily the implementation style (soft/hard) that is important as much as the managerial involvement in the initiative.Practical implicationsWhereas managers are still well advised to consider the pros and cons of a hard vs a soft implementation approach, this paper also underlines the importance of constant managerial involvement not only to ensure implementation but also to continuously impact the way managerial interventions are perceived.Originality/valueThe paper adds to the existing knowledge about perception formation by using a panel case study, hence illustrating the dynamic character of perception formation.
KW - Faculty of Social Sciences
KW - Crowding out
KW - Managerial implementation
KW - Perception formation
U2 - 10.1108/IJPSM-09-2017-0237
DO - 10.1108/IJPSM-09-2017-0237
M3 - Journal article
VL - 31
SP - 710
EP - 725
JO - International Journal of Public Sector Management
JF - International Journal of Public Sector Management
SN - 0951-3558
IS - 6
ER -
ID: 199467652