Hester Paanakker

Molleman, T., & van Ginneken, E. F. (2015). A multilevel analysis of the relationship between cell sharing, staff–prisoner relationships, and prisoners’ perceptions of prison quality. International Journal of Offender Therapy and Comparative Criminology, 59 (10), 1029-1046. Moynihan, D. P., Fernandez, S., Kim, S., LeRoux, K., Piotrowski, S. J., Wright, B. E., & Yang, K. (2011). Performance regimes amidst governance complexity. Journal of Public Administration Research and Theory, 21 (S1), i141-i155. Moynihan, D. P., & Pandey, S. K. (2007). The ties that bind: Social networks, person-organization value fit, and turnover intention. Journal of Public Administration Research and Theory, 18 , 205-227. Moyson, S., Raaphorst, N., Groeneveld, S., & Van de Walle, S. (2018). Organizational socialization in public administration research: A systematic review and directions for future research. American Review of Public Administration, 48 (6), 610-627. Nabatchi, T. (2012). Putting the 'public' back in public values research: Designing participation to identify and respond to values. Public Administration Review, 72 (5), 699-708. Nabatchi, T. (2018). Public values frames in administration and governance. Perspectives on Public Management and Governance, 1 (1), 59-72. doi:10.1093/ppmgov/gvx009 Nabatchi, T., Goerdel, H. T., & Peffer, S. (2011). Public administration in dark times: Some questions for the future of the field. Journal of Public Administration Research and Theory, 21 , i29-43. Noordegraaf, M. (2007). From “pure” to “hybrid” professionalism: Present-day professionalism in ambiguous public domains. Administration & Society, 39 (6), 761-785. doi:10.1177 / 0095399707304434 Noordegraaf, M. (2016). Reconfiguring professional work: Changing forms of professionalism in public services. Administration & Society, 48 (7), 783-810. doi:10.1177 /0095399713509242 Noordegraaf, M., & Schinkel, W. (2011). Professional capital contested: A Bourdieusian analysis of conflicts between professionals and managers. Comparative Sociology, 10 , 97-125. Okun, A. M. (1975). Equality and Efficiency. The Big Trade-off . Washington: The Brookings Institution. Oldenhof, L., Postma, J., & Putters, K. (2014). On justification work: How compromising enables public managers to deal with conflicting values. Public Administration Review, 74 (1), 52-63. OmroepWest. (2016). Gevangenispersoneel voert actie in Den Haag tegen bezuinigingen. Retrieved from https://m.omroepwest.nl/nieuws/3115092 Overeem, P., & Tholen, B. (2011). After managerialism: MacIntyre’s lessons for the study of public administration. Administration & Society, 43 (7), 722-748. Paanakker, H. (2019). Values of public craftsmanship: the Mismatch between street-level ideals and institutional facilitation in the prison sector. American Review of Public Administration, 49 (8), 884-896. Paanakker, H. (2020). Professionalism and public craftsmanship at street level. In H. Paanakker, A. Masters, & L. Huberts (Eds.), Quality of governance: Values and violations (pp. 181-213). Cham: Palgrave Macmillan. Paanakker, H. ( forthcoming ). Perceptions of frontline craft: Assessing value convergence between policy makers, managers and street-level professionals in the Dutch prison sector. Administration & Society, Accepted for publication . Paanakker, H., Masters, A., & Huberts, L. (Eds.). (2020). Quality of governance: Values and violations . Cham: Palgrave Macmillan. Paanakker, H., & Reynaers, A. M. (2020). Value contextuality in public service delivery. An analysis of street-level craftsmanship and public–private partnerships. Public Integrity, 22 (3), 245-255. Paarlberg, L. E., & Perry, J. L. (2007). Values management: Aligning employee values and organization goals. The American Review of Public Administration, 37 (4), 387-408. Peng, S., Pandey, S., & Pandey, S. K. (2015). Is there a nonprofit advantage? Examining the impact of institutional context on individual-organizational value congruence. Public Administration Review, 75 (4), 585-596. Perry, J. L. (2000). Bringing society in: Toward a theory of public-service motivation. Journal of Public Administration Research and Theory, 10 (2), 471-488. 224