01438nam a22001937a 4500999001900000008004100019100002600060245010400086260000900190300001300199520081100212650002101023700002201044700002501066773002601091906001801117942000701135952010201142  c510433d510433190817b           ||||| |||| 00| 0 eng d  aHomberg, Fabian98440  aPublic motivation and continuous organizational change: taking charge behaviour at police services   c2019  ap.28-47.  aBuilding change capabilities into public organizations is a challenge for strategic management. This study focuses on the micro‐level of extra‐role behaviours that contribute to continuous improvements in working procedures at the front‐end of organizations (i.e., taking charge behaviour; TCB). More particularly, we examine public service motivation (PSM) as a key variable mediating between perceived practices and TCB of street‐level bureaucrats. The analyses are based on survey data from a state police force in Germany (N = 1,165). Results confirm the role of PSM as full mediator, but this mediation is limited to the relationship between leadership behaviours and TCB, while perceived organizational characteristics—except for red tape—have direct positive impact on TCB. - Reproduced.  aMotivation98441  aVogel, Rick98442  aWeiherl, Julia98443  aPublic Administration  aCivil service  cAR  00102ddc40709384365aIIPAbIIPAd2019-08-17h97(1), 2019: p.28-47.pAR120314.r2019-08-17yAR