@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{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}
}
@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}
}