@misc{SiegelFischerDrathschmidtetal.2020,
  author    = {Siegel, John and Fischer, Caroline and Drathschmidt, Nicolas and Gelep, Adrian and Kralinski, Thomas},
  title     = {Verwaltung im Lockdown},
  series = {Postprints der Universit{\"a}t Potsdam Wirtschafts- und Sozialwissenschaftliche Reihe},
  journal   = {Postprints der Universit{\"a}t Potsdam Wirtschafts- und Sozialwissenschaftliche Reihe},
  number    = {133},
  issn      = {1867-5808},
  doi       = {10.25932/publishup-48606},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-486067},
  pages     = {279 -- 287},
  year      = {2020},
  abstract  = {Die Corona-Pandemie hat im Fr{\"u}hjahr 2020 auch die {\"o}ffentliche Verwaltung gezwungen, die Arbeit zu einem großen Teil ins Homeoffice zu verlagern. Dieser Beitrag stellt die Ergebnisse einer Studie vor, die mittels qualitativer Interviews und einer Online-Befragung (N=1.189) Besch{\"a}ftigte {\"o}ffentlicher Organisationen zum Umgang mit der Krise und den Erfahrungen mit dem Homeoffice befragt hat.},
  language  = {de}
}
@article{SiegelFischerDrathschmidtetal.2020,
  author    = {Siegel, John and Fischer, Caroline and Drathschmidt, Nicolas and Gelep, Adrian and Kralinski, Thomas},
  title     = {Verwaltung im Lockdown},
  series = {Verwaltung \& Management},
  volume    = {26},
  journal   = {Verwaltung \& Management},
  number    = {6},
  publisher = {Nomos},
  address   = {Baden-Baden},
  issn      = {0947-9856},
  doi       = {10.5771/0947-9856-2020-6-279},
  pages     = {279 -- 287},
  year      = {2020},
  abstract  = {Die Corona-Pandemie hat im Fr{\"u}hjahr 2020 auch die {\"o}ffentliche Verwaltung gezwungen, die Arbeit zu einem großen Teil ins Homeoffice zu verlagern. Dieser Beitrag stellt die Ergebnisse einer Studie vor, die mittels qualitativer Interviews und einer Online-Befragung (N=1.189) Besch{\"a}ftigte {\"o}ffentlicher Organisationen zum Umgang mit der Krise und den Erfahrungen mit dem Homeoffice befragt hat.},
  language  = {de}
}
@article{FischerSiegelProelleretal.2022,
  author    = {Fischer, Caroline and Siegel, John and Proeller, Isabella and Drathschmidt, Nicolas},
  title     = {Resilience through digitalisation},
  series = {Public management review},
  volume    = {25},
  journal   = {Public management review},
  number    = {4},
  publisher = {Routledge, Taylor \& Francis},
  address   = {London},
  issn      = {1471-9037},
  doi       = {10.1080/14719037.2022.2037014},
  pages     = {808 -- 835},
  year      = {2022},
  abstract  = {This article examines public service resilience during the COVID-19 pandemic and studies the switch to telework due to social distancing measures. We argue that the pandemic and related policies led to increasing demands on public organisations and their employees. Following the job demands-resources model, we argue that resilience only can arise in the presence of resources for buffering these demands. Survey data were collected from 1,189 German public employees, 380 participants were included for analysis. The results suggest that the public service was resilient against the crisis and that the shift to telework was not as demanding as expected.},
  language  = {en}
}
@misc{FischerSiegelProelleretal.2022,
  author    = {Fischer, Caroline and Siegel, John and Proeller, Isabella and Drathschmidt, Nicolas},
  title     = {Resilience through digitalisation},
  series = {Zweitver{\"o}ffentlichungen der Universit{\"a}t Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe},
  journal   = {Zweitver{\"o}ffentlichungen der Universit{\"a}t Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe},
  number    = {4},
  issn      = {1867-5808},
  doi       = {10.25932/publishup-60804},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-608040},
  pages     = {30},
  year      = {2022},
  abstract  = {This article examines public service resilience during the COVID-19 pandemic and studies the switch to telework due to social distancing measures. We argue that the pandemic and related policies led to increasing demands on public organisations and their employees. Following the job demands-resources model, we argue that resilience only can arise in the presence of resources for buffering these demands. Survey data were collected from 1,189 German public employees, 380 participants were included for analysis. The results suggest that the public service was resilient against the crisis and that the shift to telework was not as demanding as expected.},
  language  = {en}
}
@incollection{FischerProellerSiegeletal.2022,
  author    = {Fischer, Caroline and Proeller, Isabella and Siegel, John and Drathschmidt, Nicolas},
  title     = {Virtuelle Teams und Homeoffice},
  series = {Handbuch Digitalisierung in Staat und Verwaltung},
  booktitle = {Handbuch Digitalisierung in Staat und Verwaltung},
  editor    = {Klenk, Tanja and Nullmeier, Frank and Wewer, G{\"o}ttrik},
  publisher = {Springer VS},
  address   = {Wiesbaden},
  isbn      = {978-3-658-23669-4},
  doi       = {10.1007/978-3-658-23669-4_88-1},
  pages     = {1 -- 13},
  year      = {2022},
  abstract  = {Das Arbeiten im Homeoffice war in der deutschen {\"o}ffentlichen Verwaltung vor der Covid-19 Pandemie kein verbreitetes Arbeitsmodell. Mit der Pandemie {\"a}nderte sich die Situation unerwartet und wom{\"o}glich auch nachhaltig. Vor dem Hintergrund unterschiedlicher Erfahrungen ist die Frage nicht mehr ob, sondern wie zuk{\"u}nftig in der Verwaltung mobil, flexibel und dezentral sowie in virtuellen Teams gearbeitet werden kann und soll. Dieser Beitrag untersucht diese Konzepte genauer, veranschaulicht deren praktische Anwendung und er{\"o}rtert entsprechende Perspektiven f{\"u}r das zuk{\"u}nftige Arbeiten im {\"o}ffentlichen Dienst.},
  language  = {de}
}
@article{FischerKraus2020,
  author    = {Fischer, Caroline and Kraus, Sascha},
  title     = {Digitale Transparenz},
  series = {Handbuch Digitalisierung in Staat und Verwaltung},
  journal   = {Handbuch Digitalisierung in Staat und Verwaltung},
  publisher = {Springer},
  address   = {Wiesbaden},
  isbn      = {978-3-658-23667-0},
  doi       = {10.1007/978-3-658-23668-7},
  pages     = {159 -- 170},
  year      = {2020},
  abstract  = {Transparenz ist kein neuer Begriff, sondern im Zusammenhang mit Rechtsstaatlichkeit, Gewaltenteilung oder Demokratie schon lange Gegenstand politischer Theorie und Praxis. Transparenz bedeutet, dass Akteure, wie etwa Verwaltungsorganisationen, relevante Informationen {\"u}ber ihre Entscheidungsprozesse, Funktionsweisen und Performanz gegen{\"u}ber externen Akteuren offenlegen. F{\"u}r politische und Verwaltungsakteure gewinnt Transparenz im Zuge der Digitalisierung an zus{\"a}tzlicher Bedeutung. Moderne Informations- und Kommunikationstechnologien vereinfachen Transparenzschaffung, sowohl in der Geschwindigkeit als auch im Ressourceneinsatz. Sie k{\"o}nnen so zu neuen Formen und einer neuen Qualit{\"a}t von Transparenz in Politik und Verwaltung beitragen. Transparenz- und Datenportale oder B{\"u}rgerhaushalte sind digitale Instrumente, die diesem Zweck dienen sollen. Ob digitale Transparenz politische und administrative Prozesse tats{\"a}chlich effizienter, effektiver und durchsichtiger macht und B{\"u}rger*innen diese dadurch besser verstehen, ist jedoch eine offene Frage.},
  language  = {de}
}
@article{Fischer2022,
  author    = {Fischer, Caroline},
  title     = {Incentives can't buy me knowledge},
  series = {Review of public personnel administration},
  volume    = {42},
  journal   = {Review of public personnel administration},
  number    = {2},
  publisher = {Sage},
  address   = {London},
  issn      = {0734-371X},
  doi       = {10.1177/0734371X20986839},
  pages     = {368 -- 389},
  year      = {2022},
  abstract  = {This study examines whether incentives affect public employees' intention to share knowledge. Tested incentives satisfy needs for either achievement or appreciation. Both treatments were tested on implicit as well as explicit knowledge sharing. A 2 x 3 factorial survey experiment was designed to observe within-person and between-person effects. Data were collected from public employees in the core administration and healthcare sector (n = 623) in 2018. The analysis indicates that both treatments positively affect knowledge-sharing intention if it is explicit knowledge that ought to be shared. However, no effects of either treatment can be found in either type of knowledge sharing. No negative effect of the tested incentives on knowledge sharing was observed. Hence, incentives might not harm knowledge sharing but also do not pay off in organizational practice. In contrast to these motivation-enhancing human resource practices, ability and opportunity-enhancing practices should be tested to foster knowledge sharing.},
  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}
}