Perceptions unfolded: managerial implementation in perception formation

Research output: Contribution to journal › Journal article › Research › peer-review

Standard

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

Harvard

Grøn, CLH 2018, 'Perceptions unfolded: managerial implementation in perception formation', International Journal of Public Sector Management, vol. 31, no. 6, pp. 710-725. https://doi.org/10.1108/IJPSM-09-2017-0237

APA

Grøn, C. L. H. (2018). Perceptions unfolded: managerial implementation in perception formation. International Journal of Public Sector Management, 31(6), 710-725. https://doi.org/10.1108/IJPSM-09-2017-0237

Vancouver

Grøn CLH. Perceptions unfolded: managerial implementation in perception formation. International Journal of Public Sector Management. 2018;31(6):710-725. https://doi.org/10.1108/IJPSM-09-2017-0237

Author

Grøn, Caroline Louise Howard. / Perceptions unfolded: managerial implementation in perception formation. In: International Journal of Public Sector Management. 2018 ; Vol. 31, No. 6. pp. 710-725.

Bibtex

@article{c3e1f06c226f4c6ca2266e0a3d848d0f,
title = "Perceptions unfolded: managerial implementation in perception formation",
abstract = "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.",
keywords = "Faculty of Social Sciences, Crowding out, Managerial implementation, Perception formation",
author = "Gr{\o}n, {Caroline Louise Howard}",
year = "2018",
doi = "10.1108/IJPSM-09-2017-0237",
language = "English",
volume = "31",
pages = "710--725",
journal = "International Journal of Public Sector Management",
issn = "0951-3558",
publisher = "Emerald Group Publishing",
number = "6",

}

RIS

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