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In coproduction, citizens may be confronted with a conflict between creating user value and a more collective understanding of public value creation. In order to deal with conflicts experienced as trade-off situations, coproducers follow various coping strategies leading to different results. This study aims to gain insight into what drives the choices for coping strategies, which are valuable for understanding the role of citizen coproducers in public value creation.

This article studies the effects of citizens' external efficacy and trust in public servants on citizen coproducers' preferences for coping strategies. The study presents a vignette experiment among n = 257 citizens involved in the temporary use of vacant spaces in Flanders, Belgium.

No statistically significant effects of external efficacy and trust in public servants on respondents' preferences for coping strategies are found. The results show that irrespective of the level of external efficacy or trust in public servants, citizen coproducers prefer to ask for help from the public servant involved in the project.

This result draws attention to the need for facilitation and guidance from public servants and the servants' organizations to help citizen coproducers balance out these otherwise paralyzing value conflicts. Moreover, the lack of statistically significant effects of trust and external efficacy is a valuable finding for literature. The result shows that, in the drivers of coproduction behavior, there is no consistent relationship between citizen trust in government or external efficacy and coproduction behavior.

This study extends the concept of managerial efficacy to include managerial means efficacy (MME) attributed to the utility and quality of means external to managers for performing a task. Focusing on its antecedents, the authors theorize and empirically test MME sourced from the organization (MMEO) and situate the examination under extreme events.

This study uses a 2016 national survey of 892 top managers in 273 US largest transit agencies covering 82% of the entire population. Participants report their confidence for their organization to perform effectively under various extreme events. The survey data are matched with data from various institutional data sources to capture organizational characteristics, operations and experience with extreme events.

Findings suggest that organizational-level factors influence MMEO. Specifically, organizational slack and relationship management of key jurisdictional stakeholders positively predict MMEO, whereas political fragmentation is negatively associated with MMEO.

Organizations can bolster MMEO, hence, managerial efficacy through developing organizational slack and engaging in relationships building with jurisdictional stakeholders. Those initiatives have particular importance for those with boundary-spanning service areas.

The study advances understanding of managerial efficacy by directing attention to means external to managers' self. It also brings clarity to the notion of “confident managers” or “managerial confidence” broadly applied in previous studies. Findings provide insights about capacity-building interventions to build managerial efficacy through improving external means, circumventing the need to alter self-efficacy that is typically stable and resistant to change.

This article aims to lend insight into the consumption situation wherein consumers are unmotivated to try new products or behaviors that they perceive as too difficult to adopt as a result of low self-efficacy.

Two experiments were introduced to test hypotheses. In Studies 1 and 2, we demonstrated that enhancing specific self-efficacy (SSE) by repositioning the self, through marketing messages, increased participants’ behavioral intentions toward difficult to adopt (DTA) products.

In this research, an important issue is elucidated in consumer behavior: a phenomenon wherein consumers lack the motivation, as a result of low self-efficacy (i.e. assessing the disparity between their current situation and some desired goals as too wide to bridge over), to try a product that would benefit them. Thus, the marketer’s role in this case is to convince the consumers that they are able to achieve these goals.

This study focuses on health and fitness products and on the effectiveness of messages targeted at raising SSE among undergraduate students through verbal persuasion. For better generalizability, it is recommended that future research focus on other product categories (e.g. do-it-yourself products, technological products) aimed at other segments (e.g. elderly consumers) and use other means of boosting consumers’ self-efficacy.

The practical importance of the findings is especially relevant in DTA situations in which marketers aim to motivate consumers to engage in effortful consumption tasks.

The uniqueness of our approach is, in addition to introducing the theoretical concepts, to demonstrate that marketers can boost individuals’ self-efficacy by means of marketing messages that emphasize their ability to face challenges and, consequently, increase their preferences, behavioral intentions and financial commitments toward a DTA product.

Given the profound impact of social media on civic activism, as demonstrated by the #BlackLivesMatter and #MeToo movements, the current study aimed to examine the factors that influence the public to engage in civic activism on social media platforms.

This study used the responses from 4,316 social media users who participated in the 2018 American Trends Survey (Wave 35) conducted by Pew Research Center. The dataset was analyzed using hierarchical regression.

The results suggest that respondents who were younger, female, White and liberal were more likely to participate in activism-related behaviors, such as using hashtags, changing profile pictures and participating in groups with shared interests in political and social issues. Respondents' engagement in online civic activism increased particularly when they had a strong motive for expressing and sharing their opinions. In contrast, external online political efficacy – the belief that social media influences policymaking and decision makers – was not significantly associated with activism engagement on social media.

This study identified key demographic characteristics of social media users who participate in online civic activism. In addition, the findings extend previous lines of inquiry by examining and assessing the impact of external online political efficacy and opinion expression motive. We conclude that individuals engage in civic activism on social media mainly because they find it important to express views on political and social issues and to find others who share these views, as opposed to thinking that social media can be used to exert influence on policy decisions.

This paper aims to examine the association between the working relationship between internal and external auditors and the moral courage of internal auditors to report management fraud in the Tunisian setting.

Data are gathered from 163 internal auditors working in Tunisian companies and a partial least squares–structural equation model (PLS-SEM) is used to test the hypothesis regarding the effect of the cooperation between internal and external auditors on internal auditors’ moral courage.

The results of this study provide strong empirical support for the positive impact of the working relationship between internal and external auditors on internal auditors’ moral courage to report management fraud and unethical behaviors.

The reported results increase the awareness of Tunisian regulators to enact regulations that strengthen the collaboration between internal and external auditors to promote internal auditors’ moral courage and then limit fraud and improve organizational performance in the Tunisian setting.

This paper fills one of the major research gaps in internal audit and moral courage research streams by revealing that the courageous behavior of internal auditors can be fostered by specific means efficacy such as the working relationship between internal and external auditors.

Seven past field-experimental attempts to produce Pygmalion effects by training managers yielded meager results (Eden et al, 2000). The present effort bolstered the Pygmalion approach with special emphasis on means efficacy, defined as belief in the utility of the tools available for performing a job. Six randomly assigned anti-aircraft gunnery instructors received a one-day Pygmalion workshop with special emphasis on self-efficacy and means efficacy before beginning instruction in a new round of a course; eight control instructors received an interpersonal communication workshop. The trainees of the experimental instructors reported higher self-efficacy, means efficacy, and motivation, and obtained higher scores on written examinations and on performance tests than did the trainees of the control instructors. This is the first true-experimental confirmation of the effectiveness of Pygmalion training among instructors of adults and the first replication of the means-efficacy findings.

The purpose of this paper is to develop a framework for predicting three facets of employee performance (quality, innovation and efficiency) based on the evaluation of individual (self and occupational), group (collective) and organizational (means) efficacies.

A sample of 109 managers employed mainly in high-tech industries evaluated their employees’ quality, innovation and efficiency performance. The employees’ efficacies were also evaluated on three organizational levels.

Evaluation of employees’ self-efficacy accounted for most of the explained variance for all performance facets. Evaluation of group efficacy added incremental explained variance to the general performance as well as to the innovation performance and efficiency performance. Evaluation of means efficacy (provided to employees) added incremental explained variance to the general performance as well as to the innovation performance and the efficiency of performance. Male managers differed from female managers in their predictions of employees’ performance.

This is the first study to examine the concurrent effects of four types of efficacies, based on three organizational levels, in predicting performance. It also examines three facets of performance instead of only a general performance measure. It presents a model of the relative importance of these efficacies in predicting facets of performance.

This chapter outlines how Pearson, the world’s largest education company, and its CEO John Fallon are acting as trailblazers of Jugaad Innovation (https://hbr.org/2014/12/what-frugal-innovators-do) in education by embedding a focus on learner outcomes – “efficacy” – at the heart of the company. The purpose of the chapter is to highlight practical examples of how this innovation has affected business strategy and decision-making, enabling the company to be able to have a greater impact on learning with the aim of simultaneously helping the business to grow financially. Many of these examples are from products and units that are continuing to embrace and adopt efficacy; they represent live examples of best practice.

This chapter provides an overview of how the drive toward efficacy represents a new, innovative way of doing business. The approach is not new to education, but putting a focus on learner outcomes at the center of traditional business operations represents a step-change from how other companies in the sector operate. The chapter will also look at the Office of the Chief Education Advisor, a central intrapreneurial unit that continues to lead the global efficacy agenda, with the aim that efficacy becomes so embedded in the company fabric that it becomes irreversible. In addition, the chapter provides some other examples of specific frameworks, tools and units that operate with an innovative and intrapreneurial mindset.

This study presents a case study in a major private company and the way the applied approach affected the company. The content of the chapter is taken from a live case and represents a unique insight into the ongoing application of innovation and intrapreneurship in the field.

Pygmalion and charisma are mutually compatible leadership constructs that beg integration. They share some basic assumptions about human nature, about how leaders lead, and about how they could lead more effectively. Nevertheless, for the most part these constructs are discussed in disparate academic literatures. The present treatise integrates these somewhat divergent yet partially overlapping approaches to leadership and management. The differences between Pygmalion and charismatic leadership, and the commonalities that they share, are explicated. The aim is to understand better how leaders affect followers and how they can exert their influence with greater effectiveness. Some ideas for further research and for more effective management practice based on integration of Pygmalion and charisma constructs are presented. The result is a description of “charismatic Pygmalion,” an integrated management style that embodies both leadership constructs.