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Team innovation through collaboration: how visionary leadership spurs innovation via team cohesion

Public management review, 2021-09, Vol.23 (9), p.1275-1294

2021

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Policy preferences in response to negative economic prospects of COVID‐19: A survey‐experiment among local politicians in four European countries

Public administration (London), 2022-06, Vol.100 (2), p.356-374

Voet, Joris

2022

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Decision‐Makers’ Generation of Policy Solutions amidst Negative Performance: Invention or Rigidity?

Public administration review, 2022-09, Vol.82 (5), p.931-945

2022

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A behavioral view on responsibility attribution in multi‐level governance: Upward and downward responsibility attribution in response to performance below aspirations

Public administration (London), 2023-12, Vol.101 (4), p.1461-1480

2023

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The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure

European management journal, 2014-06, Vol.32 (3), p.373-382

van der Voet, Joris

2014

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Distributive Justice and Resistance to Change in Cutback Management: Evidence from a Survey Experiment and a Longitudinal Field Study

International public management journal, 2021-11, Vol.24 (6), p.997-1022

Van Der Voet, Joris

2021

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THE MANAGEMENT OF CHANGE IN PUBLIC ORGANIZATIONS: A LITERATURE REVIEW

Public administration (London), 2014-03, Vol.92 (1), p.1-20

2014

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What's in it for others? The relationship between prosocial motivation and commitment to change among youth care professionals

Public management review, 2017-04, Vol.19 (4), p.443-462

2017

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Relational Job Characteristics and Prosocial Motivation: A Longitudinal Study of Youth Care Professionals

Review of public personnel administration, 2021-03, Vol.41 (1), p.57-77

2021

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Shifting Administrative Intensity and Employee Composition: Cutback Management in Education

American review of public administration, 2019-08, Vol.49 (6), p.704-719

2019

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Organizational Rules and Cognitive Uncertainty Among Public Professionals: A Daily Diary Study

Review of public personnel administration, 2021-12, Vol.41 (4), p.792-813

2021

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How Cutbacks and Job Satisfaction Are Related: The Role of Top-Level Public Managers’ Autonomy

Review of public personnel administration, 2018-03, Vol.38 (1), p.5-23

2018

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Held back and pushed forward: leading change in a complex public sector environment

Journal of organizational change management, 2015-04, Vol.28 (2), p.290-300

2015

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Talking the Talk or Walking the Walk? The Leadership of Planned and Emergent Change in a Public Organization

Journal of change management, 2014-01, Vol.14 (2), p.171-191

2014

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Search in Response to Negative Performance Feedback: Problem-Definition and Solution-Generation

Journal of public administration research and theory, 2023-01, Vol.33 (1), p.43-62

van der Voet, Joris

2023

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The Uniqueness and Development of Research Methods in Public Administration Research

Public Administration Review, 2014-11, Vol.74 (6), p.810-813

van der Voet, Joris

2014

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Change Leadership and Public Sector Organizational Change: Examining the Interactions of Transformational Leadership Style and Red Tape

American review of public administration, 2016-11, Vol.46 (6), p.660-682

van der Voet, Joris

2016

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Relational job characteristics and job satisfaction of public sector employees: When prosocial motivation and red tape collide

Public administration (London), 2019-03, Vol.97 (1), p.64-80

2019

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Performance information and issue prioritization by political and managerial decision-makers: A discrete choice experiment

Journal of public administration research and theory, 2024-04

2024

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Are Citizens More Negative About Failing Service Delivery by Public Than Private Organizations? Evidence From a Large-Scale Survey Experiment

Journal of public administration research and theory, 2021-02, Vol.31 (1), p.128-149

2021

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Organizational Decline and Innovation in Public Organizations: A Contextual Framework of Cutback Management

Perspectives on public management and governance, 2019-06, Vol.2 (2), p.139-154

van der Voet, Joris

2019

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Change Management in Hard Times: Can Change Management Mitigate the Negative Relationship Between Cutbacks and the Organizational Commitment and Work Engagement of Public Sector Employees?

American review of public administration, 2017-02, Vol.47 (2), p.230-252

2017

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When do bureaucrats respond to external demands? A theoretical framework and empirical test of bureaucratic responsiveness

Public administration review, 2023-10

2023

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Organizational complexity and participatory innovation: participatory budgeting in local government

Public management review, 2019-12, Vol.21 (12), p.1848-1866

2019

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Implementing Change in Public Organizations: The relationship between leadership and affective commitment to change in a public sector context

Public management review, 2016-07, Vol.18 (6), p.842-865

2016

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Team innovation through collaboration: how visionary leadership spurs innovation via team cohesion

Policy preferences in response to negative economic prospects of COVID‐19: A survey‐experiment among local politicians in four European countries

Decision‐Makers’ Generation of Policy Solutions amidst Negative Performance: Invention or Rigidity?

A behavioral view on responsibility attribution in multi‐level governance: Upward and downward responsibility attribution in response to performance below aspirations

The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure

Distributive Justice and Resistance to Change in Cutback Management: Evidence from a Survey Experiment and a Longitudinal Field Study

THE MANAGEMENT OF CHANGE IN PUBLIC ORGANIZATIONS: A LITERATURE REVIEW

What's in it for others? The relationship between prosocial motivation and commitment to change among youth care professionals

Relational Job Characteristics and Prosocial Motivation: A Longitudinal Study of Youth Care Professionals

Shifting Administrative Intensity and Employee Composition: Cutback Management in Education

Organizational Rules and Cognitive Uncertainty Among Public Professionals: A Daily Diary Study

How Cutbacks and Job Satisfaction Are Related: The Role of Top-Level Public Managers’ Autonomy

Held back and pushed forward: leading change in a complex public sector environment

Talking the Talk or Walking the Walk? The Leadership of Planned and Emergent Change in a Public Organization

Search in Response to Negative Performance Feedback: Problem-Definition and Solution-Generation

The Uniqueness and Development of Research Methods in Public Administration Research

Change Leadership and Public Sector Organizational Change: Examining the Interactions of Transformational Leadership Style and Red Tape

Relational job characteristics and job satisfaction of public sector employees: When prosocial motivation and red tape collide

Performance information and issue prioritization by political and managerial decision-makers: A discrete choice experiment

Are Citizens More Negative About Failing Service Delivery by Public Than Private Organizations? Evidence From a Large-Scale Survey Experiment

Organizational Decline and Innovation in Public Organizations: A Contextual Framework of Cutback Management

Change Management in Hard Times: Can Change Management Mitigate the Negative Relationship Between Cutbacks and the Organizational Commitment and Work Engagement of Public Sector Employees?

When do bureaucrats respond to external demands? A theoretical framework and empirical test of bureaucratic responsiveness

Organizational complexity and participatory innovation: participatory budgeting in local government

Implementing Change in Public Organizations: The relationship between leadership and affective commitment to change in a public sector context

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