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Temporal Dynamics

Mapping the temporal evolution of causal effects in public administration and policy research

JPART — 2026-06-15 Original Mapping the temporal evolution of causal effects in public administration and policy research Lefteris Jason Anastasopoulos, Inkyu Kang Abstract Abstract Recent growth in the use of randomized and quasi-experiments in public administration and policy research has advanced the ability to establish cause-and-effect relationships. However, many studies adopt static conceptions of causality, focusing on snapshots or time-averaged effects while overlooking how the effects change over time. This oversight is problematic, as interventions of scholarly interest, such as leadership training or the adoption of new technologies, are likely to produce impacts that unfold in various ways. In this paper, we propose a conceptual framework for understanding the temporal dynamics of causal effects and their implications for research hypotheses and design. We then introduce Bayesian changepoint models (BCMs) as a methodological tool for detecting shifts in the average, variance, or trend of causal effect series, providing a more rigorous yet accessible alternative to visually inspecting graphs. Next, we demonstrate the application of BCMs with an illustrative example derived from simulation data as well as a real-world case examining the effect of body-worn cameras on police officers’ use of force. Finally, we discuss how examining temporal changes in effects can advance theoretical understanding of why and how they occur, as well as inform the design and implementation of policies and strategies in practice.

Time Matters: Under/Overperformance Duration and Performance Improvements in the Public Sector

PAR — 2026-03-06 Original Time Matters: Under/Overperformance Duration and Performance Improvements in the Public Sector Shaowei Chen, Jianxia Wu Abstract ABSTRACT Prior research on public organizations' strategic responses to performance feedback has focused solely on the intensity of performance feedback while neglecting its temporal dimensions. This study aims to fill this gap by incorporating the lens of time and investigating how performance feedback duration affects performance improvements in the public sector. Drawing on various theoretical perspectives, we theorize an inverted U‐shaped relationship between underperformance (negative performance feedback) duration and public organizations' subsequent performance improvements, and a U‐shaped relationship for overperformance (positive performance feedback) duration. Empirical analyses using the case of China's official city air quality ranking provide evidence supporting our theory. Our findings reveal that “time” (duration) can shape public organizations' responses to performance feedback in nonlinear ways and help reconcile inconsistencies in the existing literature, highlighting the importance of incorporating temporal dimensions of performance to advance performance feedback theory in the public sector.