Environmental change, leadership succession and incrementalism in local government

George Boyne*, Rachel Ashworth, Martin Powell

*Corresponding author for this work

    Research output: Contribution to journalArticlepeer-review

    25 Citations (Scopus)

    Abstract

    A theoretical model of strategic budgetary choices in local government is developed and tested. The model assumes that expenditure decisions are a function of changes in environmental circumstances and the characteristics of local leaders. Environmental change is operationalized through measures of workload, munificence and regulatory controls. Leadership succession is defined as the turnover in managerial and political élites. These environmental and leadership variables are included in a multivariate statistical model of budgetary incrementalism. The model is tested on the spending decisions of 402 English local authorities from 1981 to 1996. The empirical results suggest that the extent of budgetary change is influenced strongly by environmental change but weakly by leadership succession. Furthermore, environmental constraints became tighter during the study period. The characteristics of public sector organizations that impose limits on the strategic choices of new leaders are identified.

    Original languageEnglish
    Pages (from-to)859-878
    Number of pages20
    JournalJournal of Management Studies
    Volume38
    Issue number6
    DOIs
    Publication statusPublished - Sep 2001

    Fingerprint

    Dive into the research topics of 'Environmental change, leadership succession and incrementalism in local government'. Together they form a unique fingerprint.

    Cite this