L
Lars Tummers
Researcher at Utrecht University
Publications - 166
Citations - 8051
Lars Tummers is an academic researcher from Utrecht University. The author has contributed to research in topics: Public sector & Public policy. The author has an hindex of 37, co-authored 155 publications receiving 6023 citations. Previous affiliations of Lars Tummers include University of California, Berkeley & University of California.
Papers
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Does co-creation impact public service delivery? The importance of state and governance traditions
William Voorberg,Victor Bekkers,Sarah-Sophie Flemig,Krista Timeus,Piret Tõnurist,Lars Tummers +5 more
TL;DR: The authors argue that whether or not these partnerships will be successful depends on state and governance traditions (for example, a tradition of authority sharing or consultation), which determine the extent to which co-creation can become institutionalized in a country's governance framework.
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The impact of leader-member exchange (LMX) on work-family interference and work-family facilitation
Lars Tummers,Babette Bronkhorst +1 more
TL;DR: In this paper, the authors analyze the relationship between leadership and work-family spillovers and find that a good relationship with a supervisor positively relates to the meaningfulness of work, as it could get more interesting work and more understanding of your role within the organization.
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Organizational Citizenship Behavior in the Public Sector: A Systematic Literature Review and Future Research Agenda
Book
Policy Alienation and the Power of Professionals: Confronting New Policies
TL;DR: The Policy Alienation Framework as mentioned in this paper ) is a framework for policy alienation and the power of professionals in public management and professionalism, and it has been used in a variety of domains.
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Formalization and Consistency Heighten Organizational Rule Following : Experimental and Survey Evidence
Erin L. Borry,Leisha DeHart-Davis,Wesley Kaufmann,Cullen C. Merritt,Zachary Mohr,Lars Tummers +5 more
TL;DR: In this paper, the authors examined the influence of two particular characteristics (rule formalization and rule consistency) on rule following, with mixed evidence of interaction effects, and concluded that public managers must attend to both rule design and implementation to foster organizational rule following.