New Leaders’ Managerial Background and the Performance of Public Organizations: The Theory of Publicness Fit
This is a pre-print version of an article published in the Journal of Public Administration Research and Theory © The Author 2014. Published by Oxford University Press.
40 Pages Posted: 7 Sep 2013 Last revised: 7 Jul 2014
Date Written: 2013
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.
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Keywords: chief executive succession, organizational performance, public organizations
Suggested Citation: Suggested Citation