Tourish, D., & Robson, P. (2006). Sensemaking and the distortion of critical upward communication in organizations 711-730. Journal of Management Studies, 43(4), Vandenabeele, W. (2014). Explaining Public Service Motivation The Role of Leadership and Basic Needs Satisfaction. 153-173. Review of Public Personnel Administration, 34(2), Vlaar, P., Van den Bosch, F., & Volberda, H. (2006). Coping with problems of understanding in interorganizational relationships: Using formalization as a means to make sense. 1617-1638. Organization Studies, 27(11), Vroom, V. (1964). San Francisco, CA: Jossey-Bass. Work and motivation. Wright, B. (2007). Public service and motivation: Does mission matter? Public Administration 54 - 64. Review, 67(1), Wright, B., Moynihan, D., & Pandey, S. (2012). Pulling the Levers: Transformational leadership, public service motivation, and mission valence. Public Administration 206-215. Review, 72(2), Wright, B., & Pandey, S. (2008). Public Service Motivation and the assumption of personorganization fit: Testing the mediating effect of value congruence. 502-521. Administration & Society, 40(5), Wright, B., & Pandey, S. (2010). Transformational leadership in the public sector: Does structure matter? 75-89. Journal of Public Administration Research and Theory, 20(1), Wright, B., & Pandey, S. (2011). Public organizations and mission valence : When does mission matter? 22-44. Administration & Society, 43(1), APPENDIX 1 Promotion of organizational values and future: Top management team The top management clearly articulates its vision of the future. organization’s
Tourish, D., & Robson, P. (2006). Sensemaking and the distortion of critical upward communication in organizations Journal of Management Studies, 43(4), 711-730. Vandenabeele, W. (2014). Explaining Public Service Motivation The Role of Leadership and Basic Needs Satisfaction. Review of Public Personnel Administration, 34(2), 153-173. Vlaar, P., Van den Bosch, F., & Volberda, H. (2006). Coping with problems of understanding in interorganizational relationships: Using formalization as a means to make sense. Organization Studies, 27(11), 1617-1638. Vroom, V. (1964). Work and motivation. San Francisco, CA: Jossey-Bass. Wright, B. (2007). Public service and motivation: Does mission matter? Public Administration Review, 67(1), 54 - 64. Wright, B., Moynihan, D., & Pandey, S. (2012). Pulling the Levers: Transformational leadership, public service motivation, and mission valence. Public Administration Review, 72(2), 206-215. Wright, B., & Pandey, S. (2008). Public Service Motivation and the assumption of personorganization fit: Testing the mediating effect of value congruence. Administration & Society, 40(5), 502-521. Wright, B., & Pandey, S. (2010). Transformational leadership in the public sector: Does structure matter? Journal of Public Administration Research and Theory, 20(1), 75-89. Wright, B., & Pandey, S. (2011). Public organizations and mission valence : When does mission matter? Administration & Society, 43(1), 22-44. APPENDIX 1 Promotion of organizational values and future: Top management team The organization’s top management clearly articulates its vision of the future.
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