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Public leaders’ organizational learning orientations in the wake of a crisis and the role of public service motivation

  • 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.

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Metadaten
Author:Wout Broekema, Jan Porth, Trui Steen, René Torenvlied
DOI:https://doi.org/https://doi.org/10.1016/j.ssci.2018.11.002
ISSN:0925-7535
Parent Title (English):Safety Science
Volume:113
Publisher:Elsevier
Place of publication:Amsterdam
Document Type:Article
Language:English
Year of Completion:2019
Publishing Institution:Deutsches Forschungsinstitut für öffentliche Verwaltung
Release Date:2019/05/17
Popular scientific document:Nein
Reviewed Document?:Ja
Pagenumber:10
First Page:200
Last Page:209
Documents of the German Research Institute for Public Administration (FÖV):Selbständige Verlagsveröffentlichungen
Access Rights:Zugriffsbeschränkt
Licence (German):License LogoUrhG – es gilt deutsches Urheberrecht