MANAGING CITIZENS' EXPECTATIONS OF PUBLIC SERVICE PERFORMANCE: EVIDENCE FROM OBSERVATION AND EXPERIMENTATION IN LOCAL GOVERNMENT

By O. James. 2011

175 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/b1073e48d36a9d1923eec995800125e3f821d3ba

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Economics and Econometrics

1. Stephan G. Grimmelikhuijsen
2. Gregory A. Porumbescu
3. Morten Hjortskov
4. Simon Calmar Andersen
5. Gregg G. Van Ryzin

In Organizational Behavior and Human Resource Management

1. Morten Hjortskov
2. Simon Calmar Andersen
3. Stephan G. Grimmelikhuijsen
4. Gregory A. Porumbescu
5. Gregg G. Van Ryzin

In Public Administration

1. Stephan G. Grimmelikhuijsen
2. Gregory A. Porumbescu
3. Morten Hjortskov
4. Simon Calmar Andersen
5. Gregg G. Van Ryzin

Citations in the corpus

• Reconsidering the expectancy disconfirmation model. Three experimental replications (2017, background): “In an attempt to address some of this causal ambiguity, James (2011) employed field and laboratory experiments and demonstrated that performance cues can indeed influence citizen satisfaction.”
• Cognitive Biases in Performance Evaluations (2016, methodology): “Still, both treatments are more concrete than James’ (2011a) evaluation of the overall performance of the local council.”
• An Experimental Test of the Expectancy-Disconfirmation Theory of Citizen Satisfaction (2013, methodology): “With the exception of the work of James (2011), experiments along these lines have been absent from the public management literature, even though experimental methods have been used for some time in the field of consumer behavior to test various aspects of the theory (Cardozo, 1965; Oliver &…”