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The purpose of this paper is to statistically test if the public service motivation (PSM) measure operates in the same way across the public and private sectors of a municipal district in China. It also contrasts the relationship between PSM and workplace outcomes across sectors and employee age groups.

Survey data from independent samples of public (n=220) and private (n=230) sector employees in the Changsha Municipal District of China is used. The analysis tests for invariance across groups, before comparing mean values and regression weights.

Only in respect of one PSM dimension do findings show a significant higher mean in the public sector. No significant difference is found on the impact of PSM on employee performance across sectors, while it is in the private sector that PSM has the greater impact on intention to leave. Findings also show no marked impact of age upon outcomes.

This study provides an initial set of results and further research will need to be undertaken to verify them. The limited sample size and narrow geographical focus, although in line with similar studies on China, means the ability to draw generalisations is limited. The reliance on self-reported measures means issues with common method bias cannot be ignored. Measures were taken during data collection to minimise issues of bias and a set of post-hoc test results are provided.

The recruitment of employees with higher levels of PSM can be expected to play a role in achieving better outcomes, regardless of sector and age profile.

The PSM measure has been applied by researchers across various economic sectors. This paper is one of the first to statistically test if the concept and its measure operates in the same way across sectors. The paper contributes to the on-going debate on PSM in the context of China and its relationship with a number of key output variables. Finally, the paper contributes to the emerging debate on changing workforce demographics and their role in shaping outcomes.

Public service motivation (PSM) is a universal construct, but indigenous traditions and culture of a country are known to influence its measurement. Currently, no research on PSM in India is available. To facilitate PSM research in India, this article compares the two most used measures of PSM (PSM-14 and PSM-16) to identify the most suitable scale for further exploration.

The study uses a cross-sectional survey research design. Data were collected from 387 employees working in the public sector. ADANCO, a PLS-SEM package, was used to analyze the data.

Contrary to expectations, it was found that the older PSM-14 exhibited better psychometric properties than the newer PSM-16. The PSM-14 also exhibited greater predictive validity than PSM-16.

The study demonstrates that PSM is a valid construct in India and can be measured adequately by existing instruments. However, certain sub-dimensions of the scale (such as compassion) may be reworded/changed to reflect Indian cultural ethos better.

The findings will be tremendously helpful to researchers interested in examining the correlates of PSM in the Indian context by making it easier to select the appropriate measurement instrument. The study also provides a careful examination of each of the sub-dimensions of the construct to enable the development of more robust PSM measures in the future.

This is the first of two parts of a paper in which we shall develop microeconomic price models of monopolistic competition using methods and tools of feedback theory. The models discussed are based on an approach presented by Billstroem and Thore in 1964. In the second part we will develop a different approach which can better deal with real problems. All feedback models will be simulated by means of the simulation language CSMP/360 III.

In the previous issue of this Journal, the authors described, analysed and enlarged a micro‐economic model by Billstroem and Thore. In this part they present their own simulation model. The model is a three loop system of price‐, advertising‐, production‐, and stock‐policy. Main differences compared with the Billstroem/Thore‐approach are: The model includes interactions between the different business policies mentioned. Both control‐variables and exogenous disturbance‐variables have been included. Each of three subsystems is controlled by a regulator and feed‐forward control unit. Therefore the model of Billstroem/Thore can be called a feedback approach, while the model to be introduced is a feedback‐feed‐forward system with disturbance.

The purpose of this paper is to provide an introduction to the special issue on public service motivation (PSM) and human resource management (HRM). The authors analyse and review how the literatures on HRM and PSM relate to each other.

The paper combines two complementary studies: a bibliometric analysis of the interrelationships between the two literatures and a meta-analysis of the impact of HR practices on PSM.

Although HRM is among the core subject categories to which the literature on PSM refers, the pre-eminence of HR topics self-reported by PSM researchers indicates large room for further transfer. Intrinsic HR practices show positive and significant effects on PSM, while no such association was found for extrinsic HR practices.

The editorial is a complement to a recent bibliometric review of PSM research, focusing more particularly on the interrelationships with HRM and applying hitherto unused techniques. It is also the first meta-analysis of the association between HR practices and PSM.

This paper aims to provide suppliers with an important direction in customer relationship management to apply organizational resources to understanding patterns and rules particular to a specific context, since the expertise deployment leads to increasingly effective issue diagnosis and problem solving. And to provide suppliers with an important government mechanism that co‐development with buyers not only reduces transaction cost, but also enhances performance.

The conceptual model is empirically tested using cross‐sectional survey data, based on the administering of mail questionnaires to key informants within a sample of 133 Taiwanese contract manufacturers of information products. A preliminary examination of the validity of these measures is conducted with a view to examining the item‐to‐item correlations for the set of items corresponding to each of the theoretical constructs. The hypotheses were tested by ordinary least‐square regression analysis.

It is found that the joint new product development (JNPD) activities are positively related to the supplier's relationship performance (RP). Moreover, the supplier's domain knowledge specificity (DKS) positively influences the degree of JNPD and RP. Besides, it is also found that the effect of DKS on RP is partially mediated by JNPD.

This research collected data from only one partner to deal with supplier‐buyer dyads. The causal arguments are made in this research and yet offer only a cross‐sectional test for these arguments. This study focused on limited variables only.

It is essential for suppliers to apply organizational resources to understanding patterns and rules particular to a specific context, since the expertise deployment leads to increasingly effective issue diagnosis and problem solving. Suppliers may conduct co‐development with buyers not only to reduce transaction cost, but also to enhance performance.

This paper fulfils an identified information/resources need and offers practical help to suppliers implementing governance strategy.

The aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.

The dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.

The results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.

Middle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.

The role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.

With financial support from the New York City Department of Mental Health, Mental Retardation and Alcoholism Services, INCube Inc., a consumer‐run technical assistance agency, helps people with mental health problems to start their own businesses. Gerold Schwarz has been seconded to INCube for the past year from FAF, the German social firm support agency. Here, he gives a general overview of the activities of INCube, Inc. and describes INCube's latest business development programme — TAP.

The purpose of this paper is to explore whether a pro-social motivation called user orientation (UO), which aims at helping specific others, may affect performance of public sector employees in addition to public service motivation (PSM), and whether any personal, and/or contextual factors affect this relationship (age, tenure, role, and context).

Utilizing cross-sectional survey data obtained from 618 Italian public teachers, PLS-structural equation modeling is used to investigate the relationship between PSM, UO, and performance, along with the moderating effects of individual/contextual factors.

Findings show positive relationships between the two levers (PSM/UO) and individual performance (IP), depending on job and organizational tenure, role, and the social environment of the areas the schools are located in.

There might be problems related to causal inference and common method variance, due to the use of the cross-sectional self-reported data.

Managers should be aware of the crucial role UO and PSM play in order to improve IP in contexts where there is direct contact with the service beneficiaries.

The paper contributes to a clearer understanding of which motives are involved in the process that leads public service employees to enhance their performance.

This study aims to investigate how the public formed their need for information in the early stage of the COVID-19 outbreak. Exploring the formation of information needs can reveal why the public's information needs differ and provide insights on targeted information service during health crises at an essential level.

The data were collected through semi-structured interviews with 46 participants and analyzed using the grounded theory approach. Concepts, sub-categories and categories were developed, and a model was built to examine how the public formed the need for information about the pandemic.

The authors found that participants were stimulated by information asymmetry, severity of the pandemic and regulations to control the pandemic, which triggered their perceptions of information credibility, threat and social approval. After the participants perceived that there was a threat, it activated their basic needs and they actively formed the need for information based on cognitive activities. Moreover, information delivered by different senders resulted in a passive need for information. Participants' individual traits also influenced their perceptions after being stimulated.

Long-term follow-up research is needed to help researchers identify more detailed perspectives and do comparative studies. Besides, this study conducted interviews through WeChat voice calls and telephone calls, and might be limited compared with face-to-face interviews.

The findings of this study provide theoretical contributions to the information needs research and practical implications for information services and public health management.

There is little systematic research on how the public formed information needs in the early stage of the COVID-19 outbreak.