New leaders' managerial background and the performance of public organizations: The theory of publicness fit

Nicolai Petrovsky, Oliver James, George A. Boyne

    Research output: Contribution to journalArticle

    21 Citations (Scopus)

    Abstract

    We develop a theory of the effect of top management succession on the performance of public organizations. The theory is rooted in the fundamental characteristics of an organization's publicness: ownership, funding, and regulation. We construct the concept of publicness fit-the match between the organization and the leader's previous managerial experience. We argue that the effect of publicness fit on performance depends on the balance of adaptation benefits and disruption costs, which in turn depends on the prior performance of an organization. We propose a research agenda to empirically evaluate propositions developed from the theory of publicness fit.

    Original languageEnglish
    Pages (from-to)217-236
    Number of pages20
    JournalJournal of Public Administration Research and Theory
    Volume25
    Issue number1
    Early online date28 Feb 2014
    DOIs
    Publication statusPublished - 1 Jan 2015

    Fingerprint

    leader
    performance
    organization
    funding
    regulation
    costs
    management
    Public organizations
    experience
    Ownership
    Management succession
    Research agenda
    Disruption
    Costs
    Funding
    Top management

    ASJC Scopus subject areas

    • Sociology and Political Science
    • Public Administration
    • Marketing

    Cite this

    New leaders' managerial background and the performance of public organizations : The theory of publicness fit. / Petrovsky, Nicolai; James, Oliver; Boyne, George A.

    In: Journal of Public Administration Research and Theory, Vol. 25, No. 1, 01.01.2015, p. 217-236.

    Research output: Contribution to journalArticle

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