Antecedents of public managers’ collective implementation efficacy as they actualize new public services

Abstract

This article focuses on those organizational and individual factors that increase public managers’ belief in their proactive ability to pursue collective implementation of digital public services. Using social cognitive theory, the authors show that managers’ innovation-implementation efficacy is shaped within the context of the current massive digital transformation of public services. The study uncovers two organizational enablers (organizational climate for innovation and leader expectations for creativity), together with two individual enablers (creative self-efficacy and proactive behaviour). The findings suggest that creative self-efficacy partly mediates between an organizational climate for innovation and collective implementation efficacy. Additionally, leaders’ expectations for creativity and proactivity were found to be partly mediated between innovative climate and collective implementation efficacy.

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