@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{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}
}
@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}
}
@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{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{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}
}
@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}
}
@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}
}
@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{KrollKrauseVogeletal.2012,
  author    = {Kroll, Alexander and Krause, Tobias and Vogel, Dominik and Proeller, Isabella},
  title     = {Was bestimmt die Reformbereitschaft von F{\"u}hrungskr{\"a}ften in der Ministerialverwaltung?},
  series = {Verwaltung \& Management : VM ; Zeitschrift f{\"u}r moderne Verwaltung},
  volume    = {18},
  journal   = {Verwaltung \& Management : VM ; Zeitschrift f{\"u}r moderne Verwaltung},
  number    = {2},
  publisher = {Nomos},
  address   = {Baden-Baden},
  issn      = {0947-9856 (print \& online)},
  doi       = {10.5771/0947-9856-2012-2-75},
  pages     = {75 -- 80},
  year      = {2012},
  abstract  = {Bestehende Forschung hat gezeigt, dass die Reformbereitschaft von F{\"u}hrungskr{\"a}ften eine wichtige Voraussetzung f{\"u}r die erfolgreiche Umsetzung von Ver{\"a}nderungsprojekten ist. Dieser Artikel geht der Frage nach, wie erkl{\"a}rt werden kann, warum einige F{\"u}hrungskr{\"a}fte in der {\"o}ffentlichen Verwaltung reformbereiter sind als andere. Er greift dabei auf eine F{\"u}hrungskr{\"a}ftebefragung aus dem Jahr 2010 zur{\"u}ck, die auf den Einsch{\"a}tzungen von 351 Verwaltungsmanagern aus der Ministerialverwaltung von Bund und L{\"a}ndern basiert. Eine statistische Analyse dieser Daten kommt zu dem Ergebnis, dass die typische reformbereite F{\"u}hrungskraft intrinsisch motiviert ist, auf eine aufgabenorientierte F{\"u}hrung setzt sowie Arbeitserfahrung außerhalb der {\"o}ffentlichen Verwaltung und keine juristische Ausbildung besitzt. Sie arbeitet auf oberer Hierarchieebene, ist jedoch eher mit Fach- als mit F{\"u}hrungsaufgaben besch{\"a}ftigt. Der Artikel vertieft und erl{\"a}utert diese Befunde sowie deren Implikationen f{\"u}r die Verwaltungspraxis.},
  language  = {de}
}