Serpents in the Sand: Managerial Networking and Nonlinear Influences on Organizational Performance

Posted: 9 Jul 2008

See all articles by Alisa Hicklin

Alisa Hicklin

University of Oklahoma

Laurence J. O'Toole

University of Georgia - Department of Public Administration and Policy

Kenneth J. Meier

American University; Cardiff University; Leiden University - Institute of Public Administration

Date Written: April 2008

Abstract

Scholars of public management have consistently found that management matters, but little research has considered how much management matters or whether the link between management and performance may be contingent on various factors. This article further investigates the link between management and performance by examining the functional form of the relationship. Analyses using data from 1000+ public organizations point to some diminishing returns. Results suggest that networking with other organizations might not always result in gains for the organization. Findings also show how managerial quality and differences in organizational staff can affect this relationship.

Suggested Citation

Hicklin, Alisa and O'Toole, Laurence J. and Meier, Kenneth J., Serpents in the Sand: Managerial Networking and Nonlinear Influences on Organizational Performance (April 2008). Journal of Public Administration Research and Theory, Vol. 18, Issue 2, pp. 253-273, 2008, Available at SSRN: https://ssrn.com/abstract=1157250 or http://dx.doi.org/10.1093/jopart/mum009

Alisa Hicklin (Contact Author)

University of Oklahoma ( email )

Laurence J. O'Toole

University of Georgia - Department of Public Administration and Policy ( email )

Athens, GA 30602
United States

Kenneth J. Meier

American University ( email )

4400 Massachusetts Ave, NW
Washington, DC 20016
United States

Cardiff University ( email )

Aberconway Building
Colum Drive
Cardiff, Wales CF10 3EU
United Kingdom

Leiden University - Institute of Public Administration ( email )

P.O. Box 13228
Den Haag, 2501 EE
Netherlands

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