@article{BertelsSchulzeGabrechten2020,
  author    = {Bertels, Jana and Schulze-Gabrechten, Lena},
  title     = {Mapping the black box of intraministerial organization},
  series = {Governance : an international journal of policy and administration and institutions},
  volume    = {34},
  journal   = {Governance : an international journal of policy and administration and institutions},
  number    = {1},
  publisher = {Wiley},
  address   = {Hoboken},
  issn      = {0952-1895},
  doi       = {10.1111/gove.12486},
  pages     = {171 -- 189},
  year      = {2020},
  abstract  = {This article explores the structural diversity of intraministerial organization over time. Based on organization theory, it proposes a generic typology for intraministerial units applicable to any hierarchically structured government organization. We empirically investigate the critical case of the German federal bureaucracy. By classifying its subunits, we analyze the longitudinal development of structural differentiation and its correspondence to denominational variety. The data stem from a novel international dataset, covering all ministries between 1980 and 2015. We find that intraministerial structure differentiates over time, across and within ministries. A stable core of traditional Weberian structure is complemented by structurally innovative intraministerial units. We conclude that the German federal bureaucracy is more diverse than suggested in previous literature. Our findings indicate that less Weberian bureaucracies are at least as structurally diverse and that more reform-driven bureaucracies will have experienced at least as many changes in structural diversity.},
  language  = {en}
}
@phdthesis{Fischer2020,
  author    = {Fischer, Caroline},
  title     = {Knowledge Sharing in the Public Sector},
  school      = {Universit{\"a}t Potsdam},
  pages     = {xiii, 222},
  year      = {2020},
  abstract  = {This dissertation examines the activity of knowledge sharing by public employees in the workplace. Building on the Rubicon model of human behavior formation, I use a threefold approach to analyze the knowledge-sharing process: public employees' motivation to share knowledge, their intention to share, and knowledge sharing behavior as such. The first article maps the knowledge-sharing behavior of public employees. It builds a typology of behavioral patterns and shows that public employees mainly share their knowledge responsively and directly with a knowledge receiver rather than an information medium. The second article elaborates on the construct of knowledge-sharing motivation and develops a scale to measure this kind of work motivation in a selective and domain-specific way. Data from three studies indicate three dimensions of knowledge-sharing motivation, namely appreciation, growth and altruism, and tangible rewards. Based on these dimensions, the third article analyzes whether the satisfaction of public employees' underlying needs can foster ther knowledge-sharing intention. The study indicates that both tested treatments (appreciation by co-workers, benefits in a performance appraisal) positively affect knowledge-sharing intention if it is explicit knowledge that ought to be shared. However, no effects of either treatment can be found if implicit knowledge is shared. Hence, to foster sharing of explicit knowledge, the analyzed motivation-enhancing rewards can be used in public management practice. To enhance implicit knowledge sharing, ability- and opportunity-enhancing management instruments are discussed. All in all, this dissertation integrates a micro-level perspective on human knowledge sharing into a meso-level perspective on organizational knowledge management. It adds to the literature on workplace behaviors of public employees and knowledge management and aims to incorporate knowledge sharing and management into the public administration and management literature.},
  language  = {en}
}