Managerial Ambivalence and Electronic Civic Engagement: The Role of Public Manager Beliefs and Perceived Needs
研究了公共管理者对公众参与的矛盾心理如何影响电子公民参与，发现管理者信念与感知需求共同塑造电子参与努力，高感知需求会强化信念的正面作用。
Abstract This article addresses an important yet often neglected component of electronic civic engagement efforts : managerial ambivalence about public participation. We examine how managers’ beliefs about public participation and their perceived needs for participation in agency decision making work together to shape electronic engagement efforts. Based on observational data collected in 2010 and 2014 and data from a 2014 survey of managers in 500 U.S. municipal governments, we find that managerial beliefs about participation and their perceived needs for participation are two valid and separate constructs. There is a positive relationship between managerial beliefs and electronic engagement. Perceived needs for participation interact with managers’ beliefs to affect electronic civic engagement. A high level of perceived needs for participation reinforces the effect of managerial beliefs on electronic engagement efforts, but a low level does not offset the effect of managerial beliefs on electronic engagement .