Respond to the following questions with well developed, logically consistent, and concise answers.

1. Define the concept of organizational slack and give one or more examples of slack.
2. Slack is oftentimes considered a resource in organizations. Explain why this is the case and why it may be difficult in practice to utilize slack in particular organizational contexts.
3. Define the concept of 'coproduction' and provide real world examples of each of the four types of coproduction as outlined in the Brandsen and Honingh's typology.
4. Explain how relational job designs, where public service professionals have contact with beneficiaries of their services, can reinforce work motivation.
5. Describe the main elements of the performance management model, and discuss promises and pitfalls of using performance management in public organizations. You are encouraged to use a specific empirical context (such as hospitals, nursing homes etc.) as an example to illustrate the promises and pitfalls of performance management.
6. Define the concept of 'public service motivation' and explain why PSM is often considered a means to improve public service provision.
7. What are price and crowding effects? And why is it important to distinguish between the two?
8. Specific work and job contexts are more prone to crowding effects. Provide one or more examples and explain why you expect this (these) contexts to be more prone to crowding in or crowding out of intrinsic motivation.
9. Describe manifestations of 'the principal's problem' and explain how incentive systems (such as pay for performance plans) at least partially can alleviate the problem.
10. Discuss why pay for performance incentive plans may be difficult to successfully design and implement in public sector organizations.