Does public service performance affect top management turnover?

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George Boyne, Oliver James, Peter and Nicolai Petrovsky (2010)
  • Related identifiers: doi: 10.1093/jopart/muq024
  • Subject: Marketing | Public Administration | Sociology and Political Science | /dk/atira/pure/subjectarea/asjc/1400/1406 | /dk/atira/pure/subjectarea/asjc/3300/3312 | /dk/atira/pure/subjectarea/asjc/3300/3321

Political and organizational theories suggest that the turnover of chief executives and other members of senior management teams are likely to be influenced by public service performance. We use a panel data set of 148 English local governments over 4 years to test this proposition. The empirical results show that performance has a negative effect on turnover, but that this effect is weaker for chief executives than for members of their senior management teams. In addition, top team turnover is higher in the years following a chief executive succession. The evidence suggests that chief executives can influence top team turnover by attributing responsibility for poor organizational performance to other senior managers. © The Author 2010. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved.
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