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100			_aKang, Inkyu and Headley, Andrea M. _956487
245			_aValence for representation-enhancing organizational change: A driver of active representation beyond bureaucrat-client social identity match
260			_aThe American Review of Public Administration
300			_a55(3), Apr, 2025: p.249-263
520			_aWhen bureaucrats perceive workforce policies aimed at increasing the representation of marginalized groups as valuable and necessary—an attitude referred to as ‘change valence’—they are more likely to actively represent those groups’ needs, aligning with the intended goals of these organizational changes. This argument opens new avenues for encouraging majority-group bureaucrats to engage in active representation, as they may develop a valence for representation-increasing organizational change via various factors such as leadership, education, or cultural reforms. For its empirical test, this study analyzed a recent high-profile policy initiative within the South Korean National Police, which significantly increased the hiring of female officers. Results from structural equation modeling revealed that officers’ valence for this organizational change was positively associated with active gender representation—reflected in their greater tendency to assess women's sexual assault accusations as credible—among both female and male officers. Furthermore, female officers exhibited higher valence toward this organizational change, suggesting that change valence mediated the transition from passive to active representation. This study highlights an important driver of active representation that extends beyond bureaucrat-client social identity match.- Reproduced https://journals.sagepub.com/doi/full/10.1177/02750740251332945
650			_aChange valence, Representation, enhancing organizational change, Active representation, Gender equity, Policing. _956488
773			_aThe American Review of Public Administration
942			_cAR