Who “We” are matters: the influence of organizational identity orientation on public participation in government

Abstract

Public participation in government remains far from ubiquitous despite calls for a modern administrative state defined by co-production. This research offers a new perspective on public participation by considering the relationship between organizational identity orientation (OIO) managerial views of the process and the frequency of engagement between local governments, citizens, and non-profits. Results show that in collectivistic public organizations, managers view participation as an important responsibility, even when it creates organizational inefficiencies. No direct link between OIO and frequency of participation is found. These findings point to a nuanced relationship between OIO, managerial beliefs, and organizational action.

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