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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.

Our study investigates the role of the Human Resources Management (HRM) system strength in supporting Italian healthcare managers during times of uncertainty and change. The perceived HRM system strength and its relationship with managers’ taking charge behaviors, perceived procedural constraints, and work engagement were examined.

Two surveys were conducted to gather empirical data from a pooled sample of 121 healthcare managers located in hospitals across Italy. We use regression analysis to test our hypotheses.

The data show that strong HRM systems facilitate managers taking charge behaviors and work engagement. Additionally, the findings highlight the mitigating effect of a strong HRM system on procedural constraints, such as red tape, in public healthcare organizations.

Emphasizing the positive outcomes associated with strong HRM systems, the findings suggest that public health organizations should make efforts to put in place robust HR practices to bolster engagement and proactive behaviors among healthcare managers in times of uncertainty and change.

Analyzing a unique data set, the study extends the understanding of HRM system strength in the public sector, specifically in post-pandemic healthcare organizations. Overall, the study contributes to the growing literature on HRM system strength by offering novel insights into its nomological network.

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.

Purpose – The goal of this chapter is to demonstrate the importance of incorporating gene by environment (G×E) interactions into behavioral science theory and research.

Design/methodology/approach – We critique behavioral genetics, discuss the emergence of epigenetics, review findings on G×E effects, and present the differential susceptibility model of gene–environment interplay.

Findings – The studies reviewed demonstrate that genetic variation often interacts with environmental context to influence the probability of various behaviors. Importantly, in many, and perhaps most, of the studies reviewed, the genetic variable, unlike the environmental variable, has little if any main effect on the outcome of interest. Rather, the influence of the genetic variable is limited to its moderation of the effect of the environmental construct.

Research limitations/implications – Molecular G×E research does not undermine the importance of environmental factors; rather it shows how social scientific explanations of human behavior might be made more precise by incorporating genetic information. This suggests expanded research opportunities for those interested in social causation.

Social implications – This model of molecular G×E research presented suggests that a substantial proportion of the population is genetically predisposed to be more susceptible than others to environmental influence. We argue that this model of G×E is particularly relevant to sociologists and psychologists and has the potential to enhance the development of theory in both areas.

Originality/value – This chapter will be of particular interest to sociologists and psychologists who have found the behavioral genetic paradigm off-putting because of its emphasis on genetic main effects and genetic determinism. The current chapter offers an alternative model that may better capture the available data and better integrate social processes with genetic and biological processes.

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.