Strategic human resource management and public sector performance: context matters

Figures & data

Figure 1. Public value creation (Vandenabeele et al., 2013, p. 48).

Table 1. How to contextualize a paper.

Section of manuscript	How to contextualize	Level of contextualization
Introduction	Framing the relevance the research question for public sector organizations H ighlighting how this context differs from those in mainstream studies	Basic
Theoretical framework	U sing concepts from different bodies of literature U sing theories from different bodies of literature	Intermediate
Methods & results	Including sector-specific characteristics as control variables A dding public sector-specific variables to model A djusting measures to fit the public sector context	Intermediate-advanced
Conclusion/discussion	Discussing the generalizability/distinctiveness of findings Discussing the implications of findings for different bodies of knowledge	Basic-intermediate

Vandenabeele, W. V., Leisink, P. L. M., & Knies, E. (2013). Public value creation and strategic human resource management: Public service motivation as a linking mechanism. In P. L. M. Leisink, P. Boselie, M. van Bottenburg, & D. M. Hosking (Eds.), Managing social issues: A public values perspective (pp. 37–54). Cheltenham: Edward Elgar.

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