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Public administration literature has been building more evidence about whistleblowing and gender, and whistleblowing and public service motivation. Yet, despite the well-developed theoretical argument of the socialization effect on public service motivation and gender, little effort has been undertaken to study their simultaneous relationships with whistleblowing. This study fills this gap suggesting that whistleblowing mechanisms for the public sector should allow no room for gender differences and should guarantee equal access to the procedure. A constant-variable-value vignette study conducted with 799 respondents from a large local government in Poland reveals strong gender effects, that overshadow previously supported positive association between public service motivation and corruption reporting. Namely, despite the confirmed positive association between PSM levels and whistleblowing intentions, highly public service motivated women are less inclined to report a misconduct of their supervisors than men. The socialization context relevant to the study location is discussed in the conclusion.

Public service motivation briefly described as the motivation to contribute to society well-being is a continuously growing topic in the field of public administration. This concept, however, has not been widely applied to the distinct work environment of police forces. Addressing the gap, two studies look at the relationship between public service motivation and job satisfaction and the way this relationship is mediated by person-job and person-organization fits. The data comes from Warsaw (Poland) city police officers (N = 305) and from Belgian police officers (N = 207). The results indicate that in both cases, officers with higher levels of public service motivation also have higher levels of job satisfaction, even when different measures of public service motivation are used, which adds to the robustness of the findings. In both studies, this relationship is also mediated by person-job and person-organization fits.

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Th e main purpose of the study is to refresh the theory of institutional and organizational learning by applying knowledge from anthropology to public administration. Empirical evidence drawn from South Korea's capital city supports the applicability of Margaret Mead's typology of knowledge transfer among generations. Similar to human beings, once grown-up and developed, cities are ready to give lessons to their teachers. First-hand and secondary data from the lesson-drawing habits of Seoul Metropolitan Government (SMG) explains learning paths from the United States and other developed countries and back. Th e study also illustrates an integral component of learning from peers, when SMG benchmarks best practices from cities in other developing countries.Supported by the example of American-Korean relations, SMG's case confi rms previous theoretical propositions that the old-established channels of learning are hard to break when they are rooted in history and culture, and, thus, in line with the tastes of the electorate and the private preferences of governmental offi cials. Meanwhile, the study also shows that the era of knowledge transfer exclusively from parents to children is over. Seoul has applied enormous eff ort/completed enormous work to establish itself as a benchmarkable model internationally.Th e study has a practical application as it off ers an outline of programs and instruments that can be used by an agency for successful benchmarking from abroad. Th e study is original in the way it combines organizational theories, comparative public administration and anthropology. Being of an exploratory nature, the current research tests Mead's typology that can be further applied in diff erent countries.