The questionnaire survey is one of the most commonly used methods of data collection in public management research. These surveys often provide the information used to measure both the independent and dependent variables in an analysis. However, this introduces the risk of common method bias-a serious methodological challenge that has not received much attention as a distinct topic in public management research. We discuss the challenge of common method bias in relation to public management studies and illustrate the problem using an analysis of intrinsic work motivation and sickness absence. Thereafter, we discuss solutions for reducing common method bias when it is not possible to use different methods.

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Public managers and researchers devote much attention to the benefi ts of coproduction, or the mixing of the productive eff orts of public employees and citizens in public service design and delivery. One concern, however, is the distributional consequences of coproduction. Th is article proposes that disadvantaged citizens may be constrained by a lack of knowledge or other resources necessary to contribute to and benefi t from the coproduction process. From this assumption, the authors develop the theoretical argument that if coproduction programs were designed to lift constraints on disadvantaged citizens, they might increase both effi ciency and equity. Th is claim is tested using a fi eld experiment on educational services. A coproduction program providing immigrant parents with knowledge and materials useful to their children's early educational development had a substantial positive impact on the educational outcomes of disadvantaged children, thereby diminishing inequity. Economically, the program was more effi cient than later compensation of low-performing children.

In this virtual issue, we bring together a collection of research articles that—although not usually grouped together—all illustrate the importance of citizen-state interactions. Specifically, we include articles that directly incorporate citizens’ perceptions, attitudes, experiences of, or behavior related to public administration. About 10% of all JPART articles over the life of the journal so far (1991–2015) met our inclusion criteria. Of those articles, we selected seven for this virtual issue on the basis that they have offered important insights into citizen-state interaction at different stages of the policy cycle. We argue that public administration scholarship should focus much more on the role of citizens and citizen-state interactions at all stages of the policy cycle. This research should focus both on the different forms of interaction citizens have with administrators, and the outcomes of these interactions, for bureaucracy and for citizens themselves.

Denmark. His research interests include political recruitment, political leadership, and local elections. His work has been published in journals such as Local Government Studies,

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It is well established that bureaucrats' implementation of policies is influenced by their own policy positions, that is, their attitudes toward the given policies. However, what affects the policy positions of bureaucrats? This article focuses on whether the policy positions of bureaucrats at the front lines of government are susceptible to frames and cues embedded in communication. Based on the notion that bureaucrats often adhere to certain professional norms when developing their attitudes toward policies, the authors hypothesize that communication frames and cues that align policies with such norms move bureaucrats' policy positions in favor of the policy. Results of four studies in European and American settings among mid-and street-level bureaucrats show support for the hypothesized effect. They also show that aligning policies with dimensions outside professional norms is ineffective, possibly even producing opposite effects. Practitioner Points• The way a new policy is presented to street-level bureaucrats and middle managers directly affects their attitudes toward the policy. • Emphasizing aspects of the policy that are in accordance with professional norms of serving clients and building policies on research-based evidence are likely to make bureaucrats more sympathetic-or less negative-toward the policy. • Emphasizing other considerations such as client satisfaction surveys and economic concerns may cause bureaucrats to be more hostile toward the policy. • Managers and other decision makers must strategically consider how they communicate about new programs and policies.

This article provides advice on how to meet the practical challenges of experimental methods within public management research. We focus on lab, field, and survey experiments. For each of these types of experiments we outline the major challenges and limitations encountered when implementing experiments in practice and discuss tips, standards, and common mistakes to avoid. The article is multiauthored in order to benefit from the practical lessons drawn by a number of experimental researchers.