公共行政

GOV 39/4 2026-07-19 Original Breaking Out of Low‐Effort Traps: Bureaucratic Leadership by Persuasion Martin Haus

JPART — 2026-07-17 Original Striking multiple balances in cross-sector collaborations: how leaders navigate institutional complexity with interdependent leadership behaviors Sandra Henninger, Rick Vogel Abstract Abstract In cross-sector collaborations, leaders must navigate the complex and often conflicting demands of the public, business, and nonprofit sectors. This study explores how leaders manage this institutional complexity through a multilevel framework, drawing on a case study of a tri-sector partnership developing technology for disaster management. Based on evidence from 27 interviews, observations, and documentary material, we identify the leadership repertoire and, as our core contribution, uncover four distinct types of interdependencies between these behaviors: enabling, substituting, stabilizing, and inhibiting. Our findings reveal that leadership in cross-sector collaborations goes beyond adopting a single style; rather, it requires a strategic orchestration of how different behaviors interact. We identify two overarching strategies (selective targeting and sequential switching) that leaders use to combine complementary behaviors while preventing them from undermining each other. By focusing on leaders’ microlevel agency in response to macrolevel sector differences, this study provides a clearer understanding of how interdependent leadership behaviors converge into what we theorize as institutional leadership in CSCs.

PMR — pp. 1-43 2026-07-17 Original Performance system design factors that encourage information use: a survey experiment of decision-making by school principals Javier Fuenzalida, Andrés Fernández-Vergara, Pablo A. González, Gregg G. Van Ryzin, Cristóbal Alarcón

PMR — pp. 1-24 2026-07-16 Original Whose responsibility is it anyway? Unpacking prevention during service delivery to support value co-creation Kirsty Strokosch, Michael J. Roy, Jennifer McLean

PMR — pp. 1-35 2026-07-16 Original The cognitive fabric of collaborative governance: paradox mindset in transformation-oriented collaborations Noa A. Birman Abstract This theoretical article develops a micro-foundational perspective on how and under what conditions collaborative governance groups generate transformative outcomes. It integrates literature on collaboration, transformation, and paradox to advance three core propositions. First, collaborating for transformative outcomes constitutes a distinctive paradoxical context, in which the tensions of collaboration and the tensions of transformation are nested, reinforcing, and constitutive of the process itself. Second, diversity in collaborators’ cognitive-emotional capacity to perceive and navigate tensions (i.e. paradox mindset) shapes collaborative outcomes, with diversity in paradox mindset enhancing the likelihood of transformative outcomes. Third, the paradoxical leadership behaviours of designated leaders further increase the likelihood of transformative outcomes. By highlighting the dual challenge of transformation-oriented collaborations of eliciting tensions to stimulate change while containing them to sustain collaboration, the article links individual-level cognitive-emotional predisposition to group dynamics and system-level outcomes, offering a broader theorizing of collaborations in public administration.

GOV 39/4 2026-07-16 Original Subnational Resilience During Crisis: How Brazilian Municipalities Responded to COVID‐19 and Public Health Budget Cuts

PMR — pp. 1-34 2026-07-16 Original My workgroup or my desire to serve the society? The influence of workgroup identification and public service motivation on whistleblowing intentions

JPART — 2026-07-16 Original Anti-corruption efforts and citizen-initiated accountability: evidence from administrative litigation Weitao He, Haohao Li, Luning Liu Abstract Abstract Despite widespread recognition that institutional environment shapes citizen behavior, we have limited understanding of how anti-corruption efforts influence citizens’ willingness to challenge government actions through formal accountability mechanisms. This study examines how provincial leaders’ corruption convictions affect citizen-initiated administrative litigation in China, exploring the mediating role of judicial remedies and the moderating effect of local corruption environments. Drawing on comprehensive data including over 1.25 million judicial documents and corruption prosecutions, we find that provincial leaders’ corruption convictions significantly increase citizen accountability actions, with this effect mediated by enhanced judicial remedies. However, this direct relationship is substantially weakened when local corruption levels are higher. These findings reveal that anti-corruption efforts can catalyze citizen engagement with accountability institutions, but their effectiveness depends critically on the broader institutional context. This research advances public administration literature by revealing how anti-corruption efforts and judicial review function as institutional mechanisms that activate citizen-initiated legal accountability, reshaping incentive structures for citizen participation in government accountability.

PMR — pp. 1-35 2026-07-15 Original The paradox of co-production: how austerity and structural scarcity reshape street-level discretion and public value in Scotland’s disability support system

PMR — pp. 1-29 2026-07-13 Original Strategic narratives and the processes of goal achievement in municipal strategic planning Fabien Eymas Abstract This study examines how strategic narratives shape strategic planning processes in ways that support the pursuit of municipal goals. Drawing on a longitudinal case study of a French municipality and combining analysis of council deliberations, documentary materials, and interviews, it shows that strategic narratives link planning to implementation. The findings reveal how temporality, positioning, and performative intent interact to generate municipal strategic capacity by sustaining coherence, structuring multi-actor alignment, and mobilizing engagement over time. The study contributes to public management research by integrating a narrative perspective with strategic planning scholarship and showing how strategic narratives become embedded in municipal practices.