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How Do Public Managers Learn from Performance Information? Experimental Evidence on Problem Focus, Innovative Search, and Change
Public Administration Review ( IF 8.144 ) Pub Date : 2022-06-14 , DOI: 10.1111/puar.13533
Jesper Asring Hansen 1 , Poul Aaes Nielsen 1
Affiliation  

Management decisions are considered important for the performance of public organizations, but how does information about performance influence management decision-making? Developed from Simon's notion of bounded rationality, the behavioral model of performance-based learning suggests that managers adjust their understanding of organizational problems, search for information, and consider initiating change when their organization performs below aspirations. In this paper, we offer experimental evidence of how performance information affects the attitudes and decision-making of public managers. We leverage two experiments conducted among managers in public education. Study 1 uses a question-order experiment to prime only treated respondents to consider performance, whereas study 2 uses treatments with high- and low-performance signals. We find that low performance affects problem focus but not managers' intention to conduct innovative search. We also find that low-performance signals increase preferences for immediate performance-oriented changes but not for other types of changes. We discuss the implications for management decision-making.

中文翻译:

公共管理者如何从绩效信息中学习?关于问题焦点、创新搜索和变革的实验证据

管理决策被认为对公共组织的绩效很重要,但绩效信息如何影响管理决策?从西蒙的有限理性概念发展而来的基于绩效学习的行为模型表明,管理者调整他们对组织问题的理解,搜索信息,并在组织的表现低于预期时考虑开始变革。在本文中,我们提供了关于绩效信息如何影响公共管理者的态度和决策的实验证据。我们利用了在公共教育管理人员中进行的两项实验。研究 1 使用问题顺序实验来引导仅接受过治疗的受访者考虑绩效,而研究 2 使用具有高性能和低绩效信号的治疗。我们发现低绩效影响问题焦点,但不影响管理者进行创新搜索的意图。我们还发现,低绩效信号会增加对立即以绩效为导向的变化的偏好,但不会增加对其他类型变化的偏好。我们讨论了对管理决策的影响。
更新日期:2022-06-14
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