Perceptions unfolded: managerial implementation in perception formation. Issue 6 (6th June 2018)

• Record Type: Journal Article
• Authors: Grøn, Caroline Howard
• Is Part Of: International journal of public sector management. Volume 31:Issue 6(2018)
• Page Start: 710
• Page End: 725
• Publication Date: 2018-06-06
• Subjects: Crowding out -- Managerial implementation -- Perception formation; Government business enterprises -- Management -- Periodicals; 351
• DOI: 10.1108/IJPSM-09-2017-0237
• Languages: English
• ISSNs: 0951-3558

Abstract

Abstract : Purpose: The literature so far has shown that perceptions of managerial interventions matter for motivation and performance. However, how these perceptions are formed and develop over time is less clear. The purpose of this paper is to fill part of this gap. Design/methodology/approach: The paper uses a panel case study to investigate how perceptions of a managerial intervention are formed and developed over time among daycare workers in a Danish municipality. Findings: The paper reveals the dynamic nature of preferences and the centrality of the local manager in perception formation, illustrating that it is not necessarily the implementation style (soft/hard) that is important as much as the managerial involvement in the initiative. Practical implications: Whereas managers are still well advised to consider the pros and cons of a hard vs a soft implementation approach, this paper also underlines the importance of constant managerial involvement not only to ensure implementation but also to continuously impact the way managerial interventions are perceived. Originality/value: The paper adds to the existing knowledge about perception formation by using a panel case study, hence illustrating the dynamic character of perception formation.