Top management turnover and organizational performance: A test of a contingency model

George A. Boyne*, Oliver James, Peter John, Nicolai Petrovsky

*Corresponding author for this work

    Research output: Contribution to journalArticle

    35 Citations (Scopus)

    Abstract

    A crucial test of whether "management matters" is whether changes in the team at the top of an organization make a difference. Focusing on turnover in the collective senior team rather than successions of individual chief executives, this article argues that the impact of leadership succession is contingent upon prior organizational performance. The evidence on English local government shows that changes in the top management team lead to improvements when initial performance is bad, but result in deterioration when initial performance is good. The results support the view that high-performing organizations should attempt to retain members of their senior management team, whereas low performers should seek to replace them.

    Original languageEnglish
    Pages (from-to)572-581
    Number of pages10
    JournalPublic Administration Review
    Volume71
    Issue number4
    DOIs
    Publication statusPublished - Jul 2011

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