Role perceptions, collaboration and performance: insights from identity theory

Abstract

This paper uses identity theory to explain the link between public servants’ role perceptions, collaboration and performance. A longitudinal survey (N = 522) shows that the more public servants rely on a Weberian role perception, the more they focus on internal collaboration in performing their work, whereas the more public servants adopt a networking role perception the more they use external collaboration in order to enhance their performance. Further, an entrepreneurial role perception influences performance directly. This study empirically shows that public servants with various role perceptions all engage in forms of collaborative behaviour that benefit their performance.