@article{Kroll2009,
  author    = {Kroll, Alexander},
  title     = {"B{\"u}rokratieabbauer" im Aufwind : erste Erfahrungen mit der Anwendung des Standardkosten-Modells},
  issn      = {0179-4051},
  year      = {2009},
  language  = {de}
}
@misc{Kroll2008,
  type      = {Master Thesis},
  author    = {Kroll, Alexander},
  title     = {Das Standardkosten-Modell und dessen Beitrag zum B{\"u}rokratieabbau : eine Analyse der Einf{\"u}hrungsphase der B{\"u}rokratiekostenmessung in Deutschland},
  issn      = {1867-6960},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus-25316},
  school      = {Universit{\"a}t Potsdam},
  year      = {2008},
  abstract  = {Nachdem die deutsche Ministerialverwaltung seit nunmehr zwei Jahrzehnten die Anwendung von Folgenabsch{\"a}tzungen weitestgehend ignoriert hat, beschloss das Bundeskabinett im April 2006 ein neues Instrument der better regulation einzuf{\"u}hren: das Standardkosten-Modell (SKM). Ziel der vorliegenden Studie ist es, die Wirksamkeit dieses Instruments zu untersuchen. Dazu wird ein qualitativer Bewertungsmaßstab deduktiv hergeleitet, operationalisiert und empirisch getestet. Das SKM wird demzufolge dann als wirksam erachtet, wenn es 1.) das Kr{\"a}fteverh{\"a}ltnis zwischen Regulierungsbef{\"u}rwortern und Regulierungsskeptikern zu Gunsten Letzterer verschiebt und 2.) mit der Einf{\"u}hrung des Instruments die Weichen f{\"u}r einen Wandel der Regulierungskultur in der Ministerialverwaltung gestellt werden. Es zeigt sich, dass das Instrument gem{\"a}ß Annahme 1 als Erfolg bewertet werden kann. Allerdings relativiert sich das Ergebnis, da Annahme 2 nicht erf{\"u}llt wird.},
  language  = {de}
}
@misc{Kroll2015,
  author    = {Kroll, Alexander},
  title     = {Explaining the use of performance information by public managers},
  series = {American review of public administration},
  journal   = {American review of public administration},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-404504},
  pages     = {15},
  year      = {2015},
  abstract  = {This article examines the use of performance information by public managers. It reviews literature on the impact of attitudes and social norm and puts forward a psychological-cognitive model based on the theory of planned behavior. The article finds support for this model emphasizing that performance data use is a goal-directed, reasoned action. Another critical result is that managers who consciously intend to use performance data also make sure that the data in their division are of good quality which, in turn, fosters information use. These findings indicate thatin addition to organizational routinescognitive factors are promising starting points for interventions to foster managers' data use. The article is based on survey data from German cities.},
  language  = {en}
}
@article{Kroll2015,
  author    = {Kroll, Alexander},
  title     = {Explaining the Use of Performance Information by Public Managers: A Planned-Behavior Approach},
  series = {The American review of public administration},
  volume    = {45},
  journal   = {The American review of public administration},
  number    = {2},
  publisher = {Sage Publ.},
  address   = {Thousand Oaks},
  issn      = {0275-0740},
  doi       = {10.1177/0275074013486180},
  pages     = {201 -- 215},
  year      = {2015},
  abstract  = {This article examines the use of performance information by public managers. It reviews literature on the impact of attitudes and social norm and puts forward a psychological-cognitive model based on the theory of planned behavior. The article finds support for this model emphasizing that performance data use is a goal-directed, reasoned action. Another critical result is that managers who consciously intend to use performance data also make sure that the data in their division are of good quality which, in turn, fosters information use. These findings indicate thatin addition to organizational routinescognitive factors are promising starting points for interventions to foster managers' data use. The article is based on survey data from German cities.},
  language  = {en}
}
@article{KrollKuechlerStahn2009,
  author    = {Kroll, Alexander and K{\"u}chler-Stahn, Nicole},
  title     = {Performance Management in der {\"o}ffentlichen Verwaltung : zwischen Idealismus und Pragmatismus ; ein erweiterter Literaturbericht},
  issn      = {1865-7192},
  year      = {2009},
  language  = {de}
}
@article{Kroll2013,
  author    = {Kroll, Alexander},
  title     = {The other type of performance information - nonroutine feedback, its relevance and use},
  series = {Public administration review},
  volume    = {73},
  journal   = {Public administration review},
  number    = {2},
  publisher = {Wiley-Blackwell},
  address   = {Hoboken},
  issn      = {0033-3352},
  doi       = {10.1111/j.1540-6210.2012.02648.x},
  pages     = {265 -- 276},
  year      = {2013},
  abstract  = {The literature on performance information use explains how public managers deal with mainly quantitative data that are systematically collected and formally reported. This article argues that such a narrow understanding is incomplete, as it excludes all kinds of nonroutine performance information, including verbal, ad hoc, and qualitative feedback. To understand how responsive public managers are to performance feedback, alternative sources of performance information need to be taken into account. A literature review suggests considering two important sources of nonroutine feedback: organizational insiders and relevant external stakeholders. Using survey data from German local government, this article shows that public managers prefer to use nonroutine feedback over routine data from performance reports. Furthermore, a regression analysis indicates that different sources of performance information require different determinants to trigger their use. This finding is essential because it suggests that explanations of performance information use can covary with the information source studied.},
  language  = {en}
}
@misc{KrollVogel2013,
  author    = {Kroll, Alexander and Vogel, Dominik},
  title     = {The PSM-leadership fit},
  series = {Postprints der Universit{\"a}t Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe},
  journal   = {Postprints der Universit{\"a}t Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe},
  number    = {77},
  issn      = {1867-5808},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-100853},
  year      = {2013},
  abstract  = {This article examines the use of performance information by public managers. It conceptualizes purposeful data use as a type of extra-role behaviour which requires additional effort on the part of the managers and which is not extrinsically rewarded. The article sheds light on one potential antecedent of performance information use - the motivation of the users. It argues that we can observe high levels of data use if managers driven by public service motivation (PSM) work under transformational leaders. Using a needs-supply perspective on supervisors and followers we suggest that there is a PSM-leadership fit which fosters the performance of this extra-role behaviour. The article is based on data from German local government and its findings contribute to the literatures on PSM as well as on performance management.},
  language  = {en}
}
@article{KrollVogel2014,
  author    = {Kroll, Alexander and Vogel, Dominik},
  title     = {The PSM-leadership fit: a model of performance information use},
  series = {The journal of public administration},
  volume    = {92},
  journal   = {The journal of public administration},
  number    = {4},
  publisher = {Wiley-Blackwell},
  address   = {Hoboken},
  issn      = {0033-3298},
  doi       = {10.1111/padm.12014},
  pages     = {974 -- 991},
  year      = {2014},
  abstract  = {This article examines the use of performance information by public managers. It conceptualizes purposeful data use as a type of extra-role behaviour which requires additional effort on the part of the managers and which is not extrinsically rewarded. The article sheds light on one potential antecedent of performance information use - the motivation of the users. It argues that we can observe high levels of data use if managers driven by public service motivation (PSM) work under transformational leaders. Using a needs-supply perspective on supervisors and followers, we suggest that there is a PSM-leadership fit which fosters the performance of this extra-role behaviour. The article is based on data from German local government and its findings contribute to the literatures on PSM as well as on performance management.},
  language  = {en}
}
@article{VogelKroll2016,
  author    = {Vogel, Dominik and Kroll, Alexander},
  title     = {The stability and change of psm-related values across time},
  series = {International public management journal},
  volume    = {19},
  journal   = {International public management journal},
  publisher = {J. C. B. Mohr},
  address   = {Abingdon},
  issn      = {1096-7494},
  doi       = {10.1080/10967494.2015.1047544},
  pages     = {53 -- 77},
  year      = {2016},
  abstract  = {This article is a response to calls in prior research that we need more longitudinal analyses to better understand the foundations of PSM and related prosocial values. There is wide agreement that it is crucial for theory building but also for tailoring hiring practices and human resource development programs to sort out whether PSM-related values are stable or developable. The article summarizes existent theoretical expectations, which turn out to be partially conflicting, and tests them against multiple waves of data from the German Socio-Economic Panel Study which covers a time period of 16 years. It finds that PSM-related values of public employees are stable rather than dynamic but tend to increase with age and decrease with organizational membership. The article also examines cohort effects, which have been neglected in prior work, and finds moderate evidence that there are differences between those born during the Second World War and later generations.},
  language  = {en}
}
@misc{VogelKroll2016,
  author    = {Vogel, Dominik and Kroll, Alexander},
  title     = {The Stability and Change of PSM-related Values across Time},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-397783},
  pages     = {29},
  year      = {2016},
  abstract  = {This article is a response to calls in prior research that we need more longitudi-nal analyses to better understand the foundations of PSM and related prosocial values. There is wide agreement that it is crucial for theory-building but also for tailoring hiring practices and human resource development programs to sort out whether PSM-related values are stable or developable. The article summarizes existent theoretical expecta-tions, which turn out to be partially conflicting, and tests them against multiple waves of data from the German Socio-Economic Panel Study which covers a time period of sixteen years. It finds that PSM-related values of public employees are stable rather than dynamic but tend to increase with age and decrease with organizational member-ship. The article also examines cohort effects, which have been neglected in prior work, and finds moderate evidence that there are differences between those born during the Second World War and later generations.},
  language  = {en}
}