How Organizational Citizenship Behaviors Are Distorted as a Coping Strategy on the Frontline: The Roles of Bureaucratic Control and Red Tape

Abstract

Previous studies on organizational citizenship behavior (OCB) have largely focused on its voluntary nature and related causes, outcomes, and scope, with limited attention to its potentially distorted nature. This study argues that controlling supervisory leadership and red tape can render street-level bureaucrats' (SLBs) OCBs compulsory and instrumental. Frequent on-site inspections, excessive formal guidelines, and rigid performance evaluation systems undermine SLBs’ autonomy, creating challenges in simultaneously implementing policies and addressing frontline issues. Using data from 28 in-depth interviews and a survey of 657 respondents involved in China’s Targeted Poverty Alleviation (TPA) policy (2019–2020), the findings reveal that bureaucratic control and perceived red tape significantly influence and distort the nature of SLBs’ OCBs. This study underscores the existence of a compulsory dimension to SLBs' OCBs, and highlights its potential to impact SLBs' well-being and the quality of policy outcomes. These insights contribute to understanding the unintended consequences of bureaucratic control on frontline public service delivery.

Keywords

street-level bureaucrats organizational citizenship behaviors red tape bureaucratic control targeted poverty alleviation policy in China

Get full access to this article

View all access options for this article.

References

Andrews

Nonnecke

Preece

(2007). Conducting research on the internet: Online survey design, development and implementation guidelines. https://auspace.athabascau.ca/handle/2149/1336

Aviram

N. F.

Cohen

Beeri

(2020). Policy entrepreneurship in developing countries: A systematic review of the literature. Public Administration and Development, 40(1), 35–48. https://doi.org/10.1002/pad.1852

Baekgaard

Blom-Hansen

Serritzlew

(2015). When politics matters: The impact of politicians’ and bureaucrats’ preferences on salient and nonsalient policy areas. Governance, 28(4), 459–474. https://doi.org/10.1111/gove.12104

Barboza-Wilkes

Gonzalez

Resh

Wong

(2024). The emotional toll of the COVID-19 crisis on local government workers. Review of Public Personnel Administration, 44(1), 60–85. https://doi.org/10.1177/0734371X221108501

Bernards

Schmidt

(2025). Do you dare to break the rules? The influence of leadership and uncertainty on prosocial rule-breaking behavior among Dutch social welfare professionals. Review of Public Personnel Administration, 0734371X251379498. https://doi.org/10.1177/0734371X251379498

Bertelli

A. M.

Busuioc

(2021). Reputation-sourced authority and the prospect of unchecked bureaucratic power. Public Administration Review, 81(1), 38–48. https://doi.org/10.1111/puar.13281

Blom

Borst

R. T.

Voorn

(2021). Pathology or inconvenience? A meta-analysis of the impact of red tape on people and organizations. Review of Public Personnel Administration, 41(4), 623–650. https://doi.org/10.1177/0734371X20924117

Bogler

Somech

(2019). Psychological capital, team resources and organizational citizenship behavior. The Journal of Psychology, 153(8), 784–802. https://doi.org/10.1080/00223980.2019.1614515

Bolino

M. C.

Grant

A. M.

(2016). The bright side of being prosocial at work, and the dark side, too: A review and agenda for research on other-oriented motives, behavior, and impact in organizations. Academy of Management Annals, 10(1), 599–670. https://doi.org/10.5465/19416520.2016.1153260

10.

Bolino

M. C.

Hsiung

H.-H.

Harvey

LePine

J. A.

(2015). “Well, I’m tired of tryin’!” Organizational citizenship behavior and citizenship fatigue. Journal of Applied Psychology, 100, 56–74. https://doi.org/10.1037/a0037583

11.

Bolino

M. C.

Klotz

A. C.

Turnley

W. H.

Harvey

(2013). Exploring the dark side of organizational citizenship behavior. Journal of Organizational Behavior, 34(4), 542–559.

12.

Borry

E. L.

(2016). A new measure of red tape: Introducing the three-item red tape (TIRT) scale. International Public Management Journal, 19(4), 573–593. https://doi.org/10.1080/10967494.2016.1143421

13.

Bozeman

(2000). Bureaucracy and red tape. Prentice Hall.

14.

Brewer

G. A.

Walker

R. M.

Bozeman

Avellaneda

C. N.

Brewer

G. A.

(2012). External control and red tape: The mediating effects of client and organizational feedback. International Public Management Journal, 15(3), 288–314. https://doi.org/10.1080/10967494.2012.725291

15.

Brown

(2009). Regulating aversion: Tolerance in the age of identity and empire. In Regulating aversion. Princeton University Press. https://doi.org/10.1515/9781400827473

16.

Buch

Kuvaas

Dysvik

Schyns

(2014). If and when social and economic leader-member exchange relationships predict follower work effort: The moderating role of work motivation. Leadership & Organization Development Journal, 35(8), 725–739. https://doi.org/10.1108/LODJ-09-2012-0121

17.

Byrne

B. M.

(2013). Structural equation modeling with Mplus: Basic concepts, applications, and programming. Routledge.

18.

Campbell

J. W.

(2023). Job autonomy, role ambiguity, and procedural justice: A multi-conditional process model of change-oriented organizational citizenship behavior in public organizations. Review of Public Personnel Administration, 0734371X231214978. https://doi.org/10.1177/0734371X231214978

19.

Campbell

J. W.

(2016). PSM and turnover intention in public organizations: does change-oriented organizational citizenship behavior play a role? Review of Public Personnel Administration, 36(4), 323–346. https://doi.org/10.1177/0734371X14567366

20.

Carpenter

Krause

G. A.

(2015). Transactional authority and bureaucratic politics. Journal of Public Administration Research and Theory, 25(1), 5–25. https://doi.org/10.1093/jopart/muu012

21.

Carrigan

Pandey

S. K.

Ryzin

G. G. V.

(2020). Pursuing consilience: Using behavioral public administration to connect research on bureaucratic red tape, administrative burden, and regulation. Public Administration Review, 80(1), 46–52. https://doi.org/10.1111/puar.13143

22.

Carver

C. S.

Scheier

M. F.

Weintraub

J. K.

(1989). Assessing coping strategies: A theoretically based approach. Journal of Personality and Social Psychology, 56(2), 267–283. https://doi.org/10.1037/0022-3514.56.2.267

23.

Chen

Zhang

Ahmad

A. B.

Liu

(2021). How to fuel public employees’ change-oriented organizational citizenship behavior: A two-wave moderated mediation study. Review of Public Personnel Administration, 0734371X211052675. https://doi.org/10.1177/0734371X211052675

24.

Chen

Zhang

Ahmad

A. B.

Liu

(2023). How to fuel public employees’ change-oriented organizational citizenship behavior: A two-wave moderated mediation study. Review of Public Personnel Administration, 43(1), 185–208. https://doi.org/10.1177/0734371X211052675

25.

Cohen

Aviram

N. F.

(2021). Street-level bureaucrats and policy entrepreneurship: When implementers challenge policy design. Public Administration, 99(3), 427–438. https://doi.org/10.1111/padm.12755

26.

Cohen

Lotta

Alcadipani

Lazebnik

(2024). Trust and street-level bureaucrats’ willingness to risk their lives for others: The case of Brazilian law enforcement. The American Review of Public Administration, 54(2), 119–134. https://doi.org/10.1177/02750740231200468

27.

Creswell

J. W.

Clark

V. L. P.

(2017). Designing and conducting mixed methods research. SAGE Publications.

28.

Davidovitz

(2024). Vulnerability in frontline public service: Potential threats and implications for policy implementation. Public Management Review, 27(10), 1–22. https://doi.org/10.1080/14719037.2024.2430755

29.

Davidovitz

Cohen

(2022a). Frontline social service as a battlefield: Insights from street-level bureaucrats’ interactions with violent clients. Social Policy & Administration, 56(1), 73–86. https://doi.org/10.1111/spol.12756

30.

Davidovitz

Cohen

(2022b). Which clients inspire or reduce the trust of street-level bureaucrats? Administration & Society, 54(8), 1516–1541. https://doi.org/10.1177/00953997211061686

31.

DeHart-Davis

(2005). Red tape and public employees: Does perceived rule dysfunction alienate managers? Journal of Public Administration Research and Theory, 15(1), 133–148. https://doi.org/10.1093/jopart/mui007

32.

DeHart-Davis

(2007). The unbureaucratic personality. Public Administration Review, 67(5), 892–903. https://doi.org/10.1111/j.1540-6210.2007.00776.x

33.

DeHart-Davis

(2009). Green tape: A theory of effective organizational rules. Journal of Public Administration Research and Theory, 19(2), 361–384. https://doi.org/10.1093/jopart/mun004

34.

DeHart-Davis

Pandey

S. K.

(2005). Red tape and public employees: Does perceived rule dysfunction alienate managers? Journal of Public Administration Research and Theory: J-PART, 15(1), 133–148.

35.

Edri-Peer

Cohen

(2025). Revisiting coping mechanisms on the street-level: A systematic literature review. Journal of Public Administration Research and Theory, muaf022. https://doi.org/10.1093/jopart/muaf022

36.

Esteve

Schuster

Albareda

Losada

(2017). The effects of doing more with less in the public sector: Evidence from a large-scale survey. Public Administration Review, 77(4), 544–553. https://doi.org/10.1111/puar.12766

37.

Farh

J.-L.

Earley

P. C.

Lin

S.-C.

(1997). Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese society. Administrative Science Quarterly, 42, 421–444.

38.

Favero

Bullock

J. B.

(2015). How (Not) to solve the problem: An evaluation of scholarly responses to common source bias. Journal of Public Administration Research and Theory, 25(1), 285–308. https://doi.org/10.1093/jopart/muu020

39.

Fenwick

Shaw

Foreman

(1994). Managing competition in UK local government: The impact of compulsory competitive tendering. International Journal of Public Sector Management, 7(6), 4–14. https://doi.org/10.1108/09513559410070533

40.

Fleming

C. J.

(2020). Prosocial rule breaking at the street level: The roles of leaders, peers, and bureaucracy. Public Management Review, 22(8), 1191–1216. https://doi.org/10.1080/14719037.2019.1619817

41.

Ford

J. K.

MacCALLUM

R. C.

Tait

(1986). The application of exploratory factor analysis in applied psychology: A critical review and analysis. Personnel Psychology, 39(2), 291–314. https://doi.org/10.1111/j.1744-6570.1986.tb00583.x

42.

Giauque

Anderfuhren-Biget

Varone

(2013). Stress perception in public organisations: Expanding the job demands–job resources model by including public service motivation. Review of Public Personnel Administration, 33(1), 58–83. https://doi.org/10.1177/0734371X12443264

43.

Harvey

(2021). Field research and participant observation. In The Routledge handbook of research methods in the study of religion (pp. 273–299). Routledge.

44.

Hassan

M. S.

Ariffin

R. N. R.

Mansor

Halbusi

H. A.

(2021). Rebelliousness and street-level bureaucrats’ discretion: Evidence from Malaysia. Journal of Administrative Science, 18(1), 173–198.

45.

Peng

Zhao

Estay

(2019). How and when compulsory citizenship behavior leads to employee silence: A moderated mediation model based on moral disengagement and supervisor–subordinate Guanxi views. Journal of Business Ethics, 155(1), 259–274. https://doi.org/10.1007/s10551-017-3550-2

46.

Henseler

Ringle

C. M.

Sarstedt

(2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115–135.

47.

Hill

H. C.

(2003). Understanding implementation: Street-level bureaucrats’ resources for reform. Journal of Public Administration Research and Theory, 13(3), 265–282.

48.

Hong

Kim

S. H.

Son

(2020). Bounded rationality, blame avoidance, and political accountability: How performance information influences management quality. Public Management Review, 22(8), 1240–1263. https://doi.org/10.1080/14719037.2019.1630138

49.

Hui

Lam

S. S. K.

Law

K. K. S.

(2000). Instrumental values of organizational citizenship behavior for promotion: A field quasi-experiment. Journal of Applied Psychology, 85(5), 822–828. https://doi.org/10.1037/0021-9010.85.5.822

50.

Hupe

Buffat

(2014). A public service gap: Capturing contexts in a comparative approach of street-level bureaucracy. Public Management Review, 16(4), 548–569.

51.

Ingrams

(2020). Organizational citizenship behavior in the public and private sectors: A multilevel test of public service motivation and traditional antecedents. Review of Public Personnel Administration, 40(2), 222–244. https://doi.org/10.1177/0734371X18800372

52.

Jacobsen

C. B.

Jakobsen

M. L.

(2018). Perceived organizational red tape and organizational performance in public services. Public Administration Review, 78(1), 24–36. https://doi.org/10.1111/puar.12817

53.

Kato

Ashley

S. R.

Weaver

R. L.

(2018). Insights for measuring social value: classification of measures related to the capabilities approach. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 29(3), 558–573. https://doi.org/10.1007/s11266-017-9912-7

54.

Keiser

L. R.

Miller

S. M.

(2020). Does administrative burden influence public support for government programs? Evidence from a survey experiment. Public Administration Review, 80(1), 137–150. https://doi.org/10.1111/puar.13133

55.

Keulemans

Groeneveld

(2020). Supervisory leadership at the frontlines: Street-level discretion, supervisor influence, and street-level bureaucrats’ attitude towards clients. Journal of Public Administration Research and Theory, 30(2), 307–323. https://doi.org/10.1093/jopart/muz019

56.

Kim

(2006). Public service motivation and organizational citizenship behavior in Korea. International Journal of Manpower, 27(8), 722–740. https://doi.org/10.1108/01437720610713521

57.

Klijn

E. H.

de Boer

Eshuis

(2020). Leading frontline enforcers: How supervisors’ leadership style impacts inspectors’ enforcement style. Public Management Review, 24(3), 1–20. https://doi.org/10.1080/14719037.2020.1833610

58.

Kohn

P. M.

O’Brien

(1997). The situational response inventory: A measure of adaptive coping. Personality and Individual Differences, 22(1), 85–92. https://doi.org/10.1016/S0191-8869(96)00176-6

59.

Landa

Tyson

S. A.

(2017). Coercive leadership. American Journal of Political Science, 61(3), 559–574. https://doi.org/10.1111/ajps.12303

60.

Lavee

(2022). Walking the talk of social equity? Street-level bureaucrats’ decision making about the provision of personal resources. The American Review of Public Administration, 52(1), 3–14. https://doi.org/10.1177/02750740211050577

61.

Lavee

Pindek

(2020). The costs of customer service citizenship behaviors: A qualitative study. Frontiers in Psychology, 11. https://doi.org/10.3389/fpsyg.2020.00460

62.

Lavee

Strier

(2019). Transferring emotional capital as coerced discretion: Street-level bureaucrats reconciling structural deficiencies. Public Administration, 97(4), 910–925. https://doi.org/10.1111/padm.12598

63.

Lavrakas

(2008). Encyclopedia of survey research methods. Sage Publications, Inc. https://doi.org/10.4135/9781412963947

64.

Lazarus

R. S.

Folkman

(1984). Stress, appraisal, and coping. Springer Publishing company.

65.

Lee

D. S.

Park

(2025). Do motivated public servants behave more ethically? Review of Public Personnel Administration, 45(1), 29–55. https://doi.org/10.1177/0734371X231216944

66.

Levin

Fennan

(1986). The political hand: Policy implementation and youth employment programs. Journal of Policy Analysis and Management, 5(2), 311–325.

67.

Lipsky

(1980). Street level bureaucracy: Dilemmas of the individual in public services. Russell Sage Foundation. https://www.jstor.org/stable/10.7758/9781610447713

68.

Lofland

Snow

Anderson

Lofland

L. H.

(2022). Analyzing social settings: A guide to qualitative observation and analysis (4th ed.). Waveland Press.

69.

Lotta

Krieger

M. G. M.

Cohen

Kirschbaum

(2024). Not separate, but certainly unequal: The burdens and coping strategies of low-status street-level bureaucrats. Governance, 37(3), 907–926. https://doi.org/10.1111/gove.12815

70.

March

J. G.

(1978). Bounded rationality, ambiguity, and the engineering of choice. The Bell Journal of Economics, 9(2), 587–608. https://doi.org/10.2307/3003600

71.

Masood

Nisar

M. A.

(2021). Administrative capital and citizens’ responses to administrative burden. Journal of Public Administration Research and Theory, 31(1), 56–72. https://doi.org/10.1093/jopart/muaa031

72.

Maupin

J. R.

(1993). Control, efficiency, and the street-level bureaucrat. Journal of Public Administration Research and Theory, 3(3), 335–357.

73.

Maynard-Moody

Musheno

(2000). State agent or citizen agent: Two narratives of discretion. Journal of Public Administration Research and Theory, 10(2), 329–358. https://doi.org/10.1093/oxfordjournals.jpart.a024272

74.

Mei

Pearson

M. M.

(2014). Killing a chicken to scare the monkeys? Deterrence failure and local defiance in China. The China Journal, 72, 75–97. https://doi.org/10.1086/677058

75.

Meier

K. J.

O’Toole

L. J.

Jr. (2013). Subjective organizational performance and measurement error: Common source bias and spurious relationships. Journal of Public Administration Research and Theory, 23(2), 429–456. https://doi.org/10.1093/jopart/mus057

76.

Muthén

L. K.

Muthén

(2019). Mplus. The comprehensive modelling program for applied researchers: User’s Guide, 5.

77.

Nguyen

N. T. H.

Tuan

L. T.

(2022). Trust in multi-level managers and employee extra-role behavior in the US Federal government: The role of psychological well-being and workload. Review of Public Personnel Administration, 42(2), 312–337. https://doi.org/10.1177/0734371X20979683

78.

Nisar

M. A.

(2018). Children of a lesser god: Administrative burden and social equity in Citizen-state interactions. Journal of Public Administration Research and Theory, 28(1), 104–119. https://doi.org/10.1093/jopart/mux025

79.

Noblet

A. J.

Rodwell

J. J.

(2009). Integrating job stress and social exchange theories to predict employee strain in reformed public sector contexts. Journal of Public Administration Research and Theory, 19(3), 555–578. https://doi.org/10.1093/jopart/mun019

80.

Organ

D. W.

(1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books/DC Heath and Com.

81.

Organ

D. W.

(2018). Organizational citizenship behavior: Recent trends and developments. Annual Review of Organizational Psychology and Organizational Behavior, 5(1), 295–306. https://doi.org/10.1146/annurev-orgpsych-032117-104536

82.

Peeters

Campos

S. A.

(2021). Taking the bite out of administrative burdens: How beneficiaries of a Mexican social program ease administrative burdens in street-level interactions. Governance, 34(4), 1001–1018. https://doi.org/10.1111/gove.12534

83.

Peeters

Campos

S. A.

(2023). Street-level bureaucracy in weak state institutions: A systematic review of the literature. International Review of Administrative Sciences, 89(4), 977–995. https://doi.org/10.1177/00208523221103196

84.

Podsakoff

N. P.

Whiting

S. W.

Podsakoff

P. M.

Blume

B. D.

(2009). Individual- and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94, 122–141. https://doi.org/10.1037/a0013079

85.

Qin

Zhang

Dou

(2024). Good thoughts lead to good deeds: How frontline public employee’s social mindfulness affects service-oriented organizational citizenship behavior. Review of Public Personnel Administration, 0734371X241289943. https://doi.org/10.1177/0734371X241289943

86.

Quratulain

Khan

A. K.

(2015). Red tape, resigned satisfaction, public service motivation, and negative employee attitudes and behaviors: Testing a model of moderated mediation. Review of Public Personnel Administration, 35(4), 307–332. https://doi.org/10.1177/0734371X13511646

87.

Raimondo

Newcomer

K. E.

(2017). Mixed-methods inquiry in public administration: The interaction of theory, methodology, and praxis. Review of Public Personnel Administration, 37(2), 183–201. https://doi.org/10.1177/0734371X17697247

88.

Riccucci

N. M.

Meyers

M. K.

Lurie

Han

J. S.

(2004). The implementation of welfare reform policy: The role of public managers in front-line practices. Public Administration Review, 64(4), 438–448. https://doi.org/10.1111/j.1540-6210.2004.00390.x

89.

Ritz

Giauque

Varone

Anderfuhren-Biget

(2014). From leadership to citizenship behavior in public organizations: When values matter. Review of Public Personnel Administration, 34(2), 128–152. https://doi.org/10.1177/0734371X14521456

90.

Rosenfeld

(1997). Impression management, fairness, and the employment interview. Journal of Business Ethics, 16(8), 801–808. https://doi.org/10.1023/A:1017972627516

91.

Rotter

J. B.

(1966). Generalized expectancies for internal versus external control of reinforcement. Psychological Monographs: General and Applied, 80(1), 1–28. https://doi.org/10.1037/h0092976

92.

Schein

E. H.

Schneier

Barker

C. H.

(1961). Coercive persuasion (p. 320). W. W. Norton & Company.

93.

Schinkel

M. P.

Tóth

Tuinstra

(2020). Discretionary authority and prioritizing in government agencies. Journal of Public Administration Research and Theory, 30(2), 240–256. https://doi.org/10.1093/jopart/muz018

94.

Shim

D. C.

Faerman

(2017). Government employees’ organizational citizenship behavior: The impacts of public service motivation, organizational identification, and subjective OCB norms. International Public Management Journal, 20(4), 531–559. https://doi.org/10.1080/10967494.2015.1037943

95.

Shim

D. C.

Park

H. H.

Jeong

S. Y.

(2019). Government employees’ organizational citizenship behavior amid organizational resource decline: Can they work more with less? Review of Public Personnel Administration, 39(2), 209–231. https://doi.org/10.1177/0734371X17715501

96.

Shim

D. C.

Park

H. H.

(2025). Linking performance appraisal and government employees’ organizational citizenship behavior. Review of Public Personnel Administration, 45(4), 823–849. https://doi.org/10.1177/0734371X241237564

97.

Shu

Liu

(2019). Public service motivation, leadership and job burnout of grassroots cadres in poverty levitation. Social Science of Beijing, 7, 50–62. https://doi.org/10.13262/j.bjsshkxy.bjshkx.190705

98.

Simon

H. A.

(1947). Administrative behavior; A study of decision-making processes in administrative organization (pp. xvi, 259). Macmillan.

99.

Taylor

(2018). Working extra hours in the Australian public service: Organizational drivers and consequences. Review of Public Personnel Administration, 38(2), 193–217. https://doi.org/10.1177/0734371X16658335

100.

Tummers

(2017). The relationship between coping and job performance. Journal of Public Administration Research and Theory, 27(1), 150–162. https://doi.org/10.1093/jopart/muw058

101.

Tummers

Bekkers

Vink

Musheno

(2015). Coping during public service delivery: A conceptualization and systematic review of the literature. Journal of Public Administration Research and Theory, 25(4), 1099–1126. https://doi.org/10.1093/jopart/muu056

102.

Turiel

Cunningham

Saich

(2019). To serve the people: Income, region and citizen attitudes towards governance in China (2003–2016). The China Quarterly, 240, 906–935. https://doi.org/10.1017/S0305741019000377

103.

Turnley

W. H.

Bolino

M. C.

Lester

S. W.

Bloodgood

J. M.

(2003). The impact of psychological contract fulfillment on the performance of in-role and organizational citizenship behaviors. Journal of Management, 29(2), 187–206. https://doi.org/10.1177/014920630302900204

104.

van Loon

N. M.

Jakobsen

M. L

. (2018). Connecting governance and the front lines: How work pressure and autonomy matter for coping in different performance regimes. Public Administration, 96(3), 435–451. https://doi.org/10.1111/padm.12357

105.

Vedung

(2015). Autonomy and street-level bureaucrats’ coping strategies. Nordic Journal of Studies in Educational Policy, 2015(2), 28643. https://doi.org/10.3402/nstep.v1.28643

106.

Vigoda-Gadot

(2006). Compulsory citizenship behavior: Theorizing some dark sides of the good soldier syndrome in organizations. Journal for the Theory of Social Behaviour, 36(1), 77–93.

107.

Vigoda-Gadot

Beeri

(2012). Change-oriented organizational citizenship behavior in public administration: The power of leadership and the cost of organizational politics. Journal of Public Administration Research and Theory, 22(3), 573–596. https://doi.org/10.1093/jopart/mur036

108.

Walton

E. J.

(2005). The persistence of bureaucracy: A meta-analysis of Weber’s model of bureaucratic control. Organization Studies, 26(4), 569–600. https://doi.org/10.1177/0170840605051481

109.

Wei

Wang

Zhai

(2022). “Honor list” and “Shame Roll”: Quasi-experimental evidence of the effect of performance feedback under political control. Journal of Public Administration Research and Theory, muac011. https://doi.org/10.1093/jopart/muac011

110.

Weikamp

J. G.

Göritz

A. S.

(2016). Organizational citizenship behaviour and job satisfaction: The impact of occupational future time perspective. Human Relations, 69(11), 2091–2115. https://doi.org/10.1177/0018726716633512

111.

West

W. F.

Raso

(2013). Who shapes the rulemaking agenda? Implications for bureaucratic responsiveness and bureaucratic control. Journal of Public Administration Research and Theory, 23(3), 495–519. https://doi.org/10.1093/jopart/mus028

112.

Xiao

Lin

(2016). Carrots and sticks: A case study of government-caused Danwei tradition in Chinese NGOs. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 27(5), 2027–2036. https://doi.org/10.1007/s11266-015-9608-9

113.

Xiao

Zhan

Cudennec

(2025). Coping with competing institutional logics inpolicy implementation. Governance, 38(3), e70036. https://doi.org/10.1111/gove.70036

114.

Xiao

Zhu

(2022). Bureaucratic control and strategic compliance: How do subnational governments implement central guidelines in China? Journal of Public Administration Research and Theory, 32(2), 342–359. https://doi.org/10.1093/jopart/muab030

115.

(2024). “Although burdened, do we need to do more?” Street-level bureaucrats’ organizational citizenship behaviors in poverty alleviation policy implementation. Administration & Society, 56(9–10), 1212–1244. https://doi.org/10.1177/00953997241268163

116.

Yung

(2014). In what way is Confucianism linked to public service motivation? philosophical and classical insights. International Journal of Public Administration, 37(5), 281–287. https://doi.org/10.1080/01900692.2013.833938

117.

Zhang

(2025). Governance in layers: How female street-level bureaucrats reshape state power through emotional labor. Journal of Public Administration Research and Theory, 35(3), 323–337. https://doi.org/10.1093/jopart/muaf013

Supplementary Material

Please find the following supplemental material available below.

For Open Access articles published under a Creative Commons License, all supplemental material carries the same license as the article it is associated with.

For non-Open Access articles published, all supplemental material carries a non-exclusive license, and permission requests for re-use of supplemental material or any part of supplemental material shall be sent directly to the copyright owner as specified in the copyright notice associated with the article.

0.00 MB

0.05 MB