@article{BroekemaPorthSteenetal.2019,
  author    = {Wout Broekema and Jan Porth and Trui Steen and Ren{\´e} Torenvlied},
  title     = {Public leaders’ organizational learning orientations in the wake of a crisis and the role of public service motivation},
  series   = {Safety Science},
  volume    = {113},
  publisher = {Elsevier},
  address   = {Amsterdam},
  issn      = {0925-7535},
  doi       = {https://doi.org/10.1016/j.ssci.2018.11.002},
  pages     = {200 -- 209},
  year      = {2019},
  abstract  = {This study explores public leaders’ organizational learning orientation in the wake of a crisis. More precisely, we study the association between public leaders’ public service motivation and their learning orientation (instrumental versus political). This research addresses the lack of systematic empirical data on crisis-induced learning and provides a first systematic operationalization of this important concept. We analyze survey data collected from 209 Dutch mayors on their learning priorities in responding to a hypothetical crisis situation in their municipality. The mayors’ response patterns reveal (1) “cognitive”, (2) “behavioral”, (3) “accountability”, and (4) “external communication” dimensions of crisis-induced learning. We find that mayors with a stronger public service motivation put more effort into instrumental learning (dimensions 1 and 2), and surprisingly, also into political learning (dimensions 3 and 4). Mayoral experience in previous crises is positively associated with accountability-related learning after a crisis. However, mayoral tenure is negatively associated with crisis-induced behavioral learning.},
  language  = {en}
}