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Summary This study sets out to investigate the potential differences between social workers using voice- or silence strategies in their experience of organisational resources, attitudes and health, and whether social workers moving between strategies (voice or silence) over time have a different experience of the same outcomes than those who stay with the same strategy group. The participating social workers (n = 1356) responded to two web-based questionnaires over a one-year period. Findings The results show that voice strategies are related to the experience of more positive organisational resources, more positive attitudes (greater job satisfaction and organisational commitment, but lower intention to exit) and more positive health (greater recovery, but less emotional exhaustion and stress symptoms) than those using silence strategies. The results also show that moving from silence to voice is related to the experience of increased organisational resources, more positive attitudes and more positive health at T2, while those moving from voice to silence reported the opposite. Applications The longitudinal approach applied in this study adds empirical evidence of the relationship between voice/silence and work-related attitudes, as well as health and well-being. The close relationship between organisational resources, employee voice behaviour and related individual outcomes regarding attitudes and health imply that Human Resources (HR) management has a lot to gain by developing and securing a voice-friendly and considerate climate in their organisations.

Abstract
Extensive staff turnover within the statutory social services is a serious problem in Sweden and in other European countries. This study examines which work conditions predict social workers' willingness to stay in their organisation. A web-based questionnaire was used to gather data. The participating social workers responded to two questionnaires over a one-year period. To identify the social workers who wanted to stay and also remained in the organisation, the group 'Stayers' (n = 1,368) consisted of social workers who reported low intentions to quit at T1. The group 'Leavers' (n = 1,182) were social workers who had actually resigned at T2. The data were analysed using univariate and multivariate logistic regression analyses. The multivariate analysis shows that the work conditions that predicted staying in the organisation were low degrees of conflicting demands and quantitative demands, high degrees of openness and human resource orientation in the organisation and a high degree of perceived service quality. The results are discussed in relation to public management and managerial responsibility to create sustainable work conditions that facilitate the provision of good social services for citizens.

The paper is guided by the question of how public organizations can adapt to include citizens as co-producers of public values. To answer it, eleven researchers and civil servants, all involved in the transformation of a collaborative platform encompassinga university and four different public organizations, formed a collaborative and boundary-spanning author. Building on personal expertise and situated organizational experiences we conclude that public organizations do not adapt except for specific confined areas where they can still control and command outcomes important to them. Hence, public organizations struggle to become co-producers of new public values. From the process, we also conclude that academics and civil servants together writing an academic article cannot be viewed as a fertile common ground for equal collaboration and co-production. Nevertheless, it might still work as an interesting boundary-spanning activity for arriving at shared understandings and important insights on for instance whyorganizational moves from intended to actual involvement appear difficult.