Abstraction

, 3, 127

Agile work

, 10

Becoming processes

, 13

Behavioural Public Administration (BPA)

, 58–59

Bibliometric analysis

, 51–52, 54

co-word analysis and science mapping

, 53–54

sample selection

, 52–53

‘Black box’ of identity

, 2, 123

Bottom-up process

, 124

Clusters

analysis

, 52

and associated dimensions

, 59

dimensions and positioning

, 61

and dimensions of identity in public sector

, 54–59

evolution of terms over time

, 58–59

theorising from clusters

, 59–63

Co-words analysis

, 3, 51–54, 126

Communication

, 101, 104–105

Conflicts

, 101, 104–105

Control

, 75, 101–103, 105

Coping behaviours

, 17, 32–33

COVID-19 pandemic

, 1, 10, 73, 77–78

Cultural values

, 1

Devices

, 62

Digital tools

, 73

Digital version

, 129–130

Digital world, transferring identity in

, 100–101

Dis-identification

, 8

Discursive forces

, 13

Dislocation

, 108

Disorientation

, 89–90

Employee motivation

, 1

Employee well-being

, 76, 81, 128

Ethnographic analysis

, 3–4

Ethnographic approach

, 29, 75–76

External drivers of change

, 54–56

Fantasmatic logics

, 110, 112, 129

Flexible work

, 10

Formal devices

, 62

Free riding

, 101–103, 105

Generative resistance

, 12–13

Geographical areas

, 28

Human resource management (HRM)

, 10, 76–77

Hybrid work

, 10

Hybridisation

, 31–32

Hyperconnectivity and lack of disconnection

, 87–89

Identification

, 8–9

Identity

, 1–2, 51, 125

bibliometric analysis

, 52–54

clusters and dimensions of identity in public sector

, 54–59

complexity

, 3

conceptualisation

, 8

discovering threats, struggles and coping behaviours

, 30–35

features in public sector

, 17

framing of identity issues in public sector

, 16–29

and importance for studying organisations

, 7–11

macro-areas/dimensions

, 3

overlapping

, 94–95

in public sector

, 63–65

reinforcement

, 96–98

segmentation

, 96

sensemaking

, 95–96

struggles

, 17

(temporary) impoverishment and instability

, 93–94

theorising from clusters

, 59–63

threats

, 17

visual methods for enhancing studies on identity

, 36–37

Impression management

, 57–58

Informal devices

, 62

Integrated analysis

, 123–124

Interactions

, 57

Interpretation

, 62

Interpretive/adaptive approach

, 61–62

Interrelated analysis

, 123–124

Isolation

, 101, 103–105

Iterative process of identity formation

, 35

Itinerant workstations

, 91–92

Job Demands-Resources model (JD-R model)

, 78–79

Job satisfaction

, 1, 77

Level of analysis

, 17

Lockdown period

, 77–78

Loneliness

, 89–90

Making meanings

, 80

Management by objectives (MBO)

, 107

Methodological approach

, 52

Micro-level analysis

, 123

Micro-politics of resistance

, 13

Motivation

, 101–103, 105

Nesting

, 80

New normal

, 84

New Public Governance (NPG)

, 10, 31, 111

New Public Management (NPM)

, 1, 9–10, 13–14, 31, 110–111

Normative approach

, 61

Organisation-centric studies

, 9

Organisational change

, 9

Organisational citizenship behaviours (OCB)

, 56–57, 76–77

Organisational contexts

, 1

Organisational homelessness

, 80

Organisational performance

, 1

Organisations

, 76–78, 80

Organizational citizenship

, 56–57

Organizational control

, 57

Overlapping of work and private life

, 85–86

Personal experiences

, 1

Personal resources

, 79

Personality

, 7

traits

, 79

Photo-elicitation

, 36–37, 81, 125–126

Placemaking

, 80

Policy-making

, 64

Political logics

of contestation

, 111, 129

of defence

, 129

of equivalence

, 110

Political movements

, 109

Political practices

, 108

Post NPM-inspired reforms

, 1

Post-lockdown experiences of smart working

, 99–105

Power, Performance and People (3P)

, 107

Prevailing discourses

, 15

Private space within public space

, 80

Public administration (PA)

, 17, 27, 82, 84

cases

, 28

Public employees

, 30, 75

threats, struggles and coping behaviours

, 33–35

Public managers

, 12–13

Public sector

, 1

framing of identity issues in public sector

, 16–29

identity in

, 63–65

main identity threats, struggles and coping behaviours in

, 31–33

reforms and cage to employees’ identity

, 11–15

research design

, 16–27

results

, 27–29

Public Value (PV)

, 10

Regimes

, 57

Relations

, 57

Remote work

, 10, 77, 80

Research design

, 81–84

Research methods

, 17, 29

Resistance

, 15

Roles and rules imposition

, 56

Science Mapping

, 52–54

of ‘Identity in Public Sector’

, 56

Self-alienation

, 8

Smart Public Management

, 129

Smart Working (SW)

, 1, 10, 74, 77, 129

characteristics of regimes

, 108–113

positive and negative aspects

, 105–108

post-lockdown experiences of

, 99–105

regimes

, 110–113

solutions suggested by participants

, 98–99

Social isolation

, 78

Social logics

, 110, 129

Social norms

, 1

Social practices

, 108

Struggles

, 32

Subjectivity

, 75

Telework

, 10

Theoretical reasoning

, 64

Theorisation

, 3

There’s no place like home

, 80

Threats

, 32

Translation

, 62–63

Uncertainty

, 14

Visual methods

, 27, 81, 125–126

for enhancing studies on identity

, 36–37

VOSviewer

, 3, 52–53, 58, 126

Web of Science (WOS)

, 2, 16, 37, 52–53, 125

Well-being

, 76

Working

, 77

Work–life balance

, 76, 81, 128

Workload

, 101–105

and collaboration among colleagues

, 102

Workplace

, 75–76, 81

organisation of workplace and effects on identity

, 92–98

organisation of workplace and effects on individual activities

, 85–92

re-organising workplaces during covid-19 lockdown

, 84–99

Workplace, Work–life balance and (employee) Well-being (3W)

, 107