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When Middle Managers in the Public Sector create Value : Antecedents to Entrepreneurial Orientation

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abstract This paper examines antecedents to department-level Entrepreneurial Orientation (EO) in public sector organizations. Along with the introduction of private sector management tools, public middle managers are expected to act more entrepreneurially. Yet research lacks evidence on what drives EO in this context. This study empirically tests hypotheses on established private sector antecedents and antecedents identified from the current debate on New Public Management and Public Value Management, using data from 250 middle managers in the German Federal Labor Agency. Contrary to expectations, the influence of management support, work discretion and resources is only limited. Instead, multitude of expectations, middle managers’ localism, and position tenure have the greatest effects on department-level EO. The study mainly contributes to EO research, with a special focus on public sector particularities. In addition, contributions are made to the public administration discussions on New Public Management and Public Value Management.
   
type conference paper (English)
   
keywords Public Value, Entrpreneurial Orientation, Public Value
   
name of conference 30th SMS Annual International Conference (Rom)
date of conference 12-9-2010
title of proceedings Strategic Management at the Crossroads
page(s) 45
publisher SMS Strategic Management Society (Chicago)
review double-blind review
   
citation Meynhardt, T., & Diefenbach, F. E. (2010). When Middle Managers in the Public Sector create Value: Antecedents to Entrepreneurial Orientation. In Strategic Management at the Crossroads, pp.45. Chicago: SMS Strategic Management Society.