ABSTRACT Existing research on public network effectiveness has largely overlooked the issue of performance stratification in hierarchical systems, failing to adequately answer the critical question, “effective for whom?” Focusing on China's business environment governance (BEG) networks (2016–2022), this study employs panel fuzzy‐set qualitative comparative analysis (Panel fsQCA) to identify which governance configurations—composed of formalized management strategies, network structure, and resource carrying capacity—differentially drive client‐level and network‐level effectiveness. The findings reveal a stark divergence between two logics: client‐level effectiveness is highly dependent on a supportive network structure (especially a large‐scale network), whereas network‐level effectiveness relies more on active management strategies and resource support (especially performance‐based incentives and resource carrying capacity). This disparity provides clear configurational evidence for the performance tensions inherent in hybrid governance systems and demonstrates that the effect of formalization is highly contingent on the effectiveness goal being pursued. We therefore emphasize that understanding network effectiveness requires a multi‐level, dynamic analytical framework. It also calls for vigilance against the risk of goal displacement, whereby networks satisfy their superiors while failing to serve their external clients.

ABSTRACT This article investigates the role of internal change agents in advancing digital transformation within public sector organizations. In response to the complexities of digitalization, these change agents guide their peers in adopting technology and bridging the gap between strategy and implementation. We draw on an 18‐month diary study ( N = 68, n = 1007) and interviews with 20 change agents from two mid‐sized municipalities in Germany. Building on role socialization theory, the study identifies phases in their development, from anticipation of the new role to initial learning, adaptation, and eventually integration and role mastery. The results show that these change agents act as knowledge brokers and motivators, helping build digital skills among colleagues, while also engaging in their own job enrichment. Yet tensions emerged with respect to managing their dual roles linked to time, role ambiguity, and resistance. Implications of this study point to the active role individual public servants play in effective digital transformation. By focusing on individuals involved in digital change, these findings offer a replicable model for public organizations undergoing digital transformation.

ABSTRACTUsing a survey experiment approach, we collected responses from 1244 public employees in a Chinese context. This study examines how two types of accountability obligations (horizontal and hierarchical) and two accountability orientations (learning and control) influence public employees' adoption of high‐effort coping strategies. The findings reveal that, contrary to conventional expectations, a learning orientation is associated with a decreased intention among public employees to adopt high‐effort coping strategies, likely due to the political risks involved. Additionally, our study shows that hierarchical obligation does not facilitate the adoption of high‐effort coping strategies, even in a context that emphasizes obedience and hierarchy. This research contributes to governance and policy studies by providing insights into the relationship between accountability and the high‐effort coping strategies of public employees.

ABSTRACT In the historical trajectory of public administration (PA), bureaucratic and post‐bureaucratic models have competed and coexisted in unstable relations. Recent studies have put forward the idea that those models constitute two poles of the paradox. Despite growing interest in this paradox perspective in PA literature, extant studies have not extensively explored it across time and multiple organizational domains. To address these gaps, this article investigates how PAs have navigated the bureaucracy versus post‐bureaucracy paradox over almost 30 years in two interrelated organizational domains: managers' selection and training. Our study reveals that the balance between bureaucracy and post‐bureaucracy poles has changed over time and across two organizational domains, thus influencing different coping practices. We contribute to theoretical development by unraveling the (i) time‐specificity and (ii) domain‐specificity of the practices adopted to navigate the bureaucracy versus post‐bureaucracy paradox. Finally, we draw implications for policymakers and practitioners, emphasizing the importance of context‐sensitive ambidexterity.

The author declares no conflicts of interest. Data sharing not applicable to this article as no datasets were generated or analysed during the current study.

ABSTRACTExisting research offers little insight into how governance networks can maintain their legitimacy during institutional disruption. Through an in‐depth case study of a network of third sector organizations in Scotland that worked to deliver government funds and support during the COVID‐19 pandemic to social enterprises and charities, this paper sheds light on this topic. Our analysis highlights the importance of work to retain the structure of the network by affirming mission focus and rules of collaboration, promoting and aligning the network with external stakeholders, and building and breaking relationships. We propose a conceptual model illustrating how these efforts to maintain legitimacy interact dynamically, demonstrating that successful network management during crises relies on the collective ability to adapt to evolving pressures. These insights contribute to the extant research on network governance and institutional maintenance.

ABSTRACT In this paper, I explore factors that shape citizens' agreement with street‐level bureaucrats' decisions to either follow agency rules or break them for the explicit purpose of benefitting their clients (i.e., pro‐social rule breaking). I use data collected via an original survey experiment ( n = 3485) to assess the relative effects of information about a street‐level bureaucrat's compliance with agency rules and the outcome their client experienced, asking whether the ends (e.g., a positive client outcome) ever justify the means (e.g., a bureaucrat choosing to pro‐socially break agency rules to help a client) for citizens. I also go a step further, assessing relative effects of information about the client's identity (i.e., race and gender) and deservingness to ask whether questions of for whom street‐level bureaucrats follow/pro‐socially break agency rules influence citizens' agreement. I find that citizens expressed significantly more average agreement with bureaucrats' decisions to follow rules rather than pro‐socially break them, and that citizens expressed more agreement with pro‐social rule‐breaking decisions when clients experienced positive outcomes. While cues about the client's race, gender, and deservingness initially seemed insignificant, a closer examination showed that citizens' agreement with bureaucrats' rule decisions sometimes depended on the race and gender of the client for whom those decisions were made. Overall, results indicate that some citizens base their agreement with a bureaucrat's rule decision on not only the bureaucrat's compliance and the client's outcome but also on whom the bureaucrat is serving.

ABSTRACT This experimental study examines user involvement in the co‐design stage of public sector innovations in relation to citizen acceptance of these innovations. We analyze 603 citizen evaluations of 12 co‐designed innovation prototypes. Results show that involving a few users can benefit many citizens. Partially co‐designed innovation prototypes, with users co‐defining the problem but professionals developing the solution, are perceived by citizens to be of higher quality than prototypes developed by professionals only, resulting in greater innovation acceptance in terms of perceived usefulness and ease of use. However, for fully co‐designed innovation prototypes, we do not find these positive results.