TY - RPRT A1 - Breaugh, Jessica A1 - Hammerschmid, Gerhard A1 - Rackwitz, Maike A1 - Palaric, Enora T1 - Research Report on Collaborative Management for ICT Enabled Public Sector Innovation BT - Work Package 6 – Deliverable 6.4 N2 - The process of digitalising government is rapidly gaining speed, resulting in a pressing need for increased inter-governmental integration and challenging the traditional silo structures of government. This has sparked the adoption of inter-governmental collaborative working arrangements and efforts to develop joint standards and solutions; yet little is known about how exactly this manifests itself in the context of ambitious digitalisation projects. This report provides new empirical evidence on the challenges and dynamics of collaboration within and between public organisations in order to drive digital transformation. The report begins with a literature review on collaborative management with a particular focus on collaboration in the context of government digitalisation. This literature serves as a basis for developing a set of five propositions regarding how intergovernmental collaborative digitalisation projects can be best designed and managed. Following the conceptual framework of the TROPICO project deliverable 6.3 developed by Rackwitz et al. (2020), the report investigates the interplay between system context, collaboration challenges and dynamics (i.e. complexity, risk and power imbalances), public management interventions (i.e. institutional design and leadership) as well as outcomes. Emphasis is placed upon the role of institutional design and leadership in order to cope with the challenges inherent to collaborative governance approaches. The framework and related propositions are then verified through the use of empirical findings from ten comparative case studies from five European countries (Belgium, Denmark, Estonia, Germany, and the United Kingdom). The case studies, presented in detail in TROPICO deliverable 6.3, examine the development of national government-wide online portals, as well as the implementation of municipal Smart City initiatives. The cases show that the system dynamics and challenges of digitalisation projects, such as size and scope, tend to generate resource-intensive and demanding working conditions. Creating hybrid structures that incorporate both network and hierarchical approaches has been a common approach to handling these conditions and balancing the demands of inter-departmental collaboration with the inherent accountabilities and existing working cultures of public organisations. At the steering level, a central coordinator with collaborative leadership skills was found to be key to driving the projects forward and achieving outcomes. Participatory, network-style approaches at the working group level were successful in balancing the demands of all collaborative partners and encouraging wide-scale engagement. In addition, opting for wide-scale inclusion, setting ground rules and clear processes as well as a focus on trust and social capital development proved essential. While most leadership approaches still maintain elements of transactional leadership in managing projects, collaborative leadership approaches such as bringing stakeholders together, mediating problems, and guiding and steering the process were used in many instances to handle the complexities inherent in the project objectives. In the conclusion of the report, contributions are discussed, followed by an outline for future research avenues. Y1 - 2020 UR - https://tropico-project.eu/download/d6-4-research-report-on-collaborative-management-for-ict-enabled-public-sector-innovation/?wpdmdl=1571&refresh=60c51d2fad4cf1623530799 N1 - This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No.726840 ER - TY - CHAP A1 - Breaugh, Jessica A1 - Hammerschmid, Gerhard ED - Steijn, Bram ED - Knies, Eva T1 - Different systems, different civil service, different HRM: a comparison of HRM approaches in Anglo-Saxon and Rechtsstaat systems T2 - Research Handbook on HRM in the Public Sector N2 - This chapter presents a comparative analysis of the Anglo-Saxon and Rechtsstaat traditions with respect to their human resources management (HRM) policies and practices. It begins with a comparative analysis of the two traditions by examining their history, understanding of employment relations, and overall structure. In then discusses each tradition’s approach to the field of HRM and how public sector reforms have impacted the way their public personnel are managed. Following this, it compares the HRM cyle between the two systems with emphasis on: recruitment and selection, employment conditions, performance management, training, and promotion as well as leadership and the management of the senior civil service. The chapter ends by discussing future research avenues in comparative public administration including an emphasis on the necessity of understanding context and linking public administration traditions to behaviour outcomes, such as current challenges related to managing crises, diversity and inclusion and the future of public service in a digitalised world. Y1 - 2021 SN - 9781789906615 ; 9781789906622 U6 - https://doi.org/10.4337/9781789906622.00031 SP - 292 EP - 306 PB - Edward Elgar Publishing Limited CY - Cheltenham ER - TY - JOUR A1 - Breaugh, Jessica A1 - Rackwitz, Maike A1 - Hammerschmid, Gerhard T1 - Leadership and institutional design in collaborative government digitalisation: Evidence from Belgium, Denmark, Estonia, Germany, and the UK JF - Government Information Quarterly N2 - Large-scale government digitalisation projects require collaborative approaches for their successful development and implementation. To shed light on these collaboration dynamics, the interplay between two integral parts of collaborative projects: the project rules, procedures, and structures (collectively known as institutional design) and the leaders managing these projects is studied. In doing so, the paper provides empirically grounded insights into the management of collaborative government digitalisation projects. Taking an institutional perspective, and the strategic-relational approach (SRA), we examine the extent to which institutional design constraints leadership behaviours, and under what conditions leaders begin to adjust and/or challenge these design features adding to the knowledge of managing digitalisation of government. To this end, we present a five-country case study of national digitalisation projects across Europe. Our results show that while clear institutional design features such as established rules, project structures, and standard operating procedures are essential at the initial stages of the projects, leaders' skills in understanding and tailoring these features are critical to handle project-related problems and moving forwards towards implementation. This underscores the importance of examining projects taking an SRA approach and the need to understand leadership behaviour in the context of the structures in which it is embedded. Y1 - 2023 U6 - https://doi.org/10.1016/j.giq.2022.101788 ER - TY - JOUR A1 - Breaugh, Jessica A1 - McBride, Keegan A1 - Kleinaltenkamp, Moritz A1 - Hammerschmid, Gerhard T1 - Beyond Diffusion: A Systematic Literature Review of Innovation Scaling JF - Sustainability Y1 - 2021 U6 - https://doi.org/10.3390/su132413528 VL - 13 IS - 24 ER - TY - JOUR A1 - Breaugh, Jessica A1 - Rackwitz, Maike A1 - Hammerschmid, Gerhard A1 - Nõmmik, Steven A1 - Bello, Benedetta A1 - Boon, Jan A1 - Van Doninck, Dries A1 - Downe, James A1 - Randma-Liiv, Tiina T1 - Deconstructing complexity: A comparative study of government collaboration in national digital platforms and smart city networks in Europe JF - Public Policy and Administration N2 - This research deconstructs complexity as a key challenge of intergovernmental digitalisation projects. While much of the literature acknowledges that the fundamental restructuring coupled with technical capacity that these joint projects require leads to increased complexity, little is known about how different types of complexity interact within the collaborative process. Using established concepts of substantive, strategic, and institutional complexity, we apply complexity theory in collaborative digital environments. To do so, eight digital projects are analysed that differ by state structure and government level. Using a cross-case design with 50 semi-structured expert interviews, we find that each digitalisation project exhibits all types of complexity and that these complexities overlap. However, clear differences emerge between national and local level projects, suggesting that complexity in digitalisation processes presents different challenges for collaborative digitalisation projects across contexts. Y1 - 2023 U6 - https://doi.org/10.1177/09520767231169401 ER - TY - CHAP A1 - Hammerschmid, Gerhard A1 - Breaugh, Jessica A1 - Rackwitz, Maike ED - Verhoest, Koen ED - Hammerschmid, Gerhard ED - Rykkja, Lise H. ED - Klijn, Erik H. T1 - Intergovernmental collaboration in the context of digital transformation: state-of-the-art and theoretical notions T2 - Collaborating for Digital Transformation Y1 - 2024 U6 - https://doi.org/10.4337/9781803923895 SP - 31 EP - 51 PB - Edward Elgar ER - TY - CHAP A1 - Rackwitz, Maike A1 - Breaugh, Jessica A1 - Hammerschmid, Gerhard ED - Verhoest, Koen ED - Hammerschmid, Gerhard ED - Rykkja, Lise H. ED - Klijn, Erik H. T1 - Leadership for intergovernmental collaboration towards digital transformation T2 - Collaborating for Digital Transformation Y1 - 2024 U6 - https://doi.org/10.4337/9781803923895 SP - 124 EP - 143 PB - Edward Elgar ER - TY - THES A1 - Bossdorf, Jessica Breaugh T1 - Moving beyond public service motivation. Exploring the link between work motivations and employee attitudes in public sector organisations N2 - This dissertation examines employee work motivations, attitudes, and outcomes within the public sector drawing upon quantitative cross-country survey data. It challenges the dominant idea that public service motivation (PSM) is the only form of work motivation that matters for public servants by examining PSM against traditional intrinsic and extrinsic work motivation based on the framework of self-determination theory (SDT). It links these motivation types to different employee outcomes such as job satisfaction, ethics, and employee engagement while also taking into consideration stress in the workplace. It then shifts focus to examine interpersonal relationships at the organisational level through the concept of organizational social capital (OSC) and how management instruments support or impede OSC. This is relevant as it introduces conceptual and empirical differentiation between PSM and SDT, which is limited, or conflated, in PSM research. Additionally, understanding how management tools are linked to social capital provides a new angle for assessing management interventions and how they support or hinder the values, trust, and support within organisations. This research analyses civil service perceptions and attitudes across Europe and is presented in the form of four distinct papers. Overall findings show that PSM and SDT work motivation are different based on temporal focus, motivation needs, and measurement strategies and their individual utility differs depending on what type of attitude and outcome is measured. SDT appears to be more strongly related to job-related outcomes, while PSM is more strongly related to attitudes associated with job purpose. However, more nuanced findings suggest that different motivations may compensate for the failings of another and that they behave differently in different contexts and different stressors. Results also show that management tools focusing on interpersonal interactions are associated with positive social capital and can deter the impact of political interference. This dissertation contributes to the theoretical and empirical differentiation between PSM and SDT work motivation, providing evidence to support the fact that motivation types are context-specific and different motivations matter in evoking specific attitudes and behaviours. Consequently, future research should identify which motivations are most appropriate for which line of study and management actions should take this into consideration when designing institutional policies and interventions. T3 - Dissertations submitted to the Hertie School - 04/2020 Y1 - 2020 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:kobv:b1570-opus4-35901 UR - https://doi.org/10.1080/14719037.2017.1400580 UR - https://doi.org/10.1080/14719037.2018.1561929 UR - https://doi.org/10.1177/0091026020912516 N1 - Shelf mark: 2020D004 + 2020D004+1 ER - TY - JOUR A1 - Ripoll, Guillem A1 - Breaugh, Jessica T1 - At their wits’ end? Economic stress, motivation and unethical judgement of public servants JF - Public Management Review N2 - Through an interdisciplinary approach, this paper addresses the scarcity of research that assesses economic stressors, public service motivation (PSM), work motivations, and unethical judgement in the public square. We argue that motivations have a direct relationship with the acceptance of unethical behaviour, but that economic stress (defined as financial stress and job insecurity) may influence this relationship both direct and indirectly. Using data from the European Social Survey, we develop a path model to test these hypotheses. We find that PSM and work motivation influence unethical judgements, and perceived economic stressors play an indirect role through their relationship with work motivations. Implications of the findings are discussed. KW - PSM KW - work motivation KW - economic stress KW - unethical judgement KW - ESS Y1 - 2019 U6 - https://doi.org/10.1080/14719037.2018.1561929 IS - 21(10) ER - TY - JOUR A1 - Breaugh, Jessica A1 - Ritz, Adrian A1 - Alfes, Kerstin T1 - Work motivation and public service motivation: disentangling varieties of motivation and job satisfaction JF - Public Management Review N2 - Research on motivation in the public sector has used public service motivation (PSM) and self-determination theory (SDT) interchangeably. This paper compares both theories, develops hypotheses pertaining to their assumptions, and empirically tests them in two public offices in Switzerland. We then explore their relationship with job satisfaction as an indicator of predictive validity. We find that SDT and PSM display conceptual differentiation and SDT has a strongest relationship to job satisfaction. However, moderation analysis suggests that employees with high levels of PSM have more stable job satisfaction compared to their low-PSM counterparts. KW - Public Service Motivation KW - job satisfaction KW - public sector KW - self determination theory KW - work motivation Y1 - 2017 U6 - https://doi.org/10.1080/14719037.2017.1400580 IS - 20(10) ER - TY - CHAP A1 - Breaugh, Jessica A1 - Hammerschmid, Gerhard T1 - Understanding Public Servants from a Global Perspective T2 - The Palgrave Handbook of the Public Servant N2 - Public servants are an important component of any functioning administrative system. However, a comprehensive, comparative analysis of public servants from a global perspective is rare. The purpose of this chapter and section is therefore to analyze the concept of the civil servant from a global perspective. In order to do so, the chapter examines the concept of the civil servant, who they are, how they are trained, what they do, how they are rewarded, and how political and institutional factors shape personnel systems. Special attention is placed upon comparisons between civil service traditions, international conceptualizations of civil servants, the scope of public service work, and the status of women in public service. The chapter concludes with a brief introduction to each of the subsequent chapters in this section. Y1 - 2021 SN - 978-3-030-03008-7 U6 - https://doi.org/10.1007/978-3-030-03008-7_69-1 PB - Palgrave Macmillan CY - Cham ER - TY - RPRT A1 - Rackwitz, Maike A1 - Hammerschmid, Gerhard A1 - Breaugh, Jessica A1 - Palaric, Enora T1 - Government Collaboration and Digitalisation: Comparative Case Studies on Collaborative Management for Government Digitalisation and Public Sector Innovation Y1 - 2020 UR - https://tropico-project.eu/download/d6-3-government-collaboration-and-digitalisation-comparative-case-studies-on-collaborative-management-for-government-digitalisation-and-public-sector-innovation/?wpdmdl=1440&refresh=5edd7332646091591571250 ER -