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Pushing the Envelope: Creating Public Value in the Labor Market: An Empirical Study on the Role of Middle Managers

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Transfer

Standard

Pushing the Envelope: Creating Public Value in the Labor Market: An Empirical Study on the Role of Middle Managers. / Meynhardt, Timo; Metelmann, Jörg.
in: International Journal of Public Administration, Jahrgang 32, Nr. 3-4, 2009, S. 274-312.

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Transfer

Harvard

Meynhardt, T & Metelmann, J 2009, 'Pushing the Envelope: Creating Public Value in the Labor Market: An Empirical Study on the Role of Middle Managers', International Journal of Public Administration, Jg. 32, Nr. 3-4, S. 274-312. https://doi.org/10.1080/01900690902732806

APA

Meynhardt, T., & Metelmann, J. (2009). Pushing the Envelope: Creating Public Value in the Labor Market: An Empirical Study on the Role of Middle Managers. International Journal of Public Administration, 32(3-4), 274-312. https://doi.org/10.1080/01900690902732806

Vancouver

Meynhardt T, Metelmann J. Pushing the Envelope: Creating Public Value in the Labor Market: An Empirical Study on the Role of Middle Managers. International Journal of Public Administration. 2009;32(3-4):274-312. doi: 10.1080/01900690902732806

Bibtex

@article{9d932f606e7c4f1ea4ff1cec6f91803d,
title = "Pushing the Envelope: Creating Public Value in the Labor Market: An Empirical Study on the Role of Middle Managers",
abstract = "This article analyzes public value creation by the German Federal Labour Agency (FLA) from a middle management perspective. We relate the role description of a public value manager by Mark Moore with middle management research inspired by Floyd and Wooldridge. As a result of a case study we conceptualize critical experience of middle management and its antecedents in balancing different value dimensions. The conflict potential is seen less in managing different expectations from the top and the front line, but rather in enacting an integrative public value manager role itself which requires significant adaptive and value-balancing work customarily attributed to professional (private) leadership.",
keywords = "Management studies, role conflict, public value, middle management, value-balancing leadership",
author = "Timo Meynhardt and J{\"o}rg Metelmann",
year = "2009",
doi = "10.1080/01900690902732806",
language = "English",
volume = "32",
pages = "274--312",
journal = "International Journal of Public Administration",
issn = "0190-0692",
publisher = "Taylor and Francis Ltd.",
number = "3-4",

}

RIS

TY - JOUR

T1 - Pushing the Envelope: Creating Public Value in the Labor Market

T2 - An Empirical Study on the Role of Middle Managers

AU - Meynhardt, Timo

AU - Metelmann, Jörg

PY - 2009

Y1 - 2009

N2 - This article analyzes public value creation by the German Federal Labour Agency (FLA) from a middle management perspective. We relate the role description of a public value manager by Mark Moore with middle management research inspired by Floyd and Wooldridge. As a result of a case study we conceptualize critical experience of middle management and its antecedents in balancing different value dimensions. The conflict potential is seen less in managing different expectations from the top and the front line, but rather in enacting an integrative public value manager role itself which requires significant adaptive and value-balancing work customarily attributed to professional (private) leadership.

AB - This article analyzes public value creation by the German Federal Labour Agency (FLA) from a middle management perspective. We relate the role description of a public value manager by Mark Moore with middle management research inspired by Floyd and Wooldridge. As a result of a case study we conceptualize critical experience of middle management and its antecedents in balancing different value dimensions. The conflict potential is seen less in managing different expectations from the top and the front line, but rather in enacting an integrative public value manager role itself which requires significant adaptive and value-balancing work customarily attributed to professional (private) leadership.

KW - Management studies

KW - role conflict

KW - public value

KW - middle management

KW - value-balancing leadership

UR - http://www.scopus.com/inward/record.url?scp=65449152181&partnerID=8YFLogxK

U2 - 10.1080/01900690902732806

DO - 10.1080/01900690902732806

M3 - Journal articles

VL - 32

SP - 274

EP - 312

JO - International Journal of Public Administration

JF - International Journal of Public Administration

SN - 0190-0692

IS - 3-4

ER -

In der gleichen Zeitschrift

Public Value Inside: What is Public Value Creation?

Meynhardt, T., 2009, in: International Journal of Public Administration. 32, 3-4, S. 192-219 28 S.

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Public value performance: What does it mean to create value in the public sector?

Meynhardt, T., Brieger, S. A., Strathoff, P., Anderer, S., Bäro, A., Hermann, C., Kollat, J., Neumann, P., Bartholomes, S. & Gomez, P., 2017, Public Sector Management in a Globalized World. Andeßner, R., Greiling , D. & Vogel , R. (Hrsg.). Wiesbaden: Gabler Verlag, S. 135-160 26 S.

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Public Value and Happiness: Evidence from Public Administration in Switzerland

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Public Value: rethinking value creation

Meynhardt, T., Gomez, P., Strathoff, P. & Hermann, C., 2014, in: Dialogue Review. 6, Dec 2014/ Feb 2015, S. 80-85 6 S.

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Nachhaltigkeit - Kein Thema! Fallstudien aus der Unternehmenspraxis

Meynhardt, T., 2014, Wiesbaden: Springer Fachmedien. 108 S.

Publikation: Bücher und Anthologien › Monografien › Forschung

Public Value: Organisationen machen Gesellschaft

Meynhardt, T., 2013, in: Organisationsentwicklung. 32, 4, S. 4-7 4 S.

Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung

DOI

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