Executive Succession and the Performance of Public Organizations

Posted: 29 Mar 2003

See all articles by George Boyne

George Boyne

Cardiff University - Cardiff Business School

Jay Dahya

Zicklin School of Business, Baruch College - The City University of New York

Abstract

A theoretical framework is developed for the analysis of the impact of executive succession in public organizations. The central concepts in the model are the motives of chief executives, the means at their disposal and the opportunities available for influencing performance. The main hypothesis that flows from the model is that the effect of executive succession is likely to be small but significant. Furthermore, the strength of the impact of succession is contingent on a variety of external and internal circumstances. Seventeen testable hypotheses concerning these contingency effects are presented as a research agenda for studies of top management change in the public sector. The theoretical arguments are illustrated with reference to UK local government.

Suggested Citation

Boyne, George and Dahya, Jay, Executive Succession and the Performance of Public Organizations. Public Administration, Vol. 80, pp. 179-200, 2002. Available at SSRN: https://ssrn.com/abstract=312824

George Boyne (Contact Author)

Cardiff University - Cardiff Business School ( email )

Aberconway Building
Colum Drive
Cardiff, CF10 3EU
United Kingdom
+ 44 (0) 29 20 875572 (Phone)
+ 44 (0)29 20874419 (Fax)

HOME PAGE: http://www.cf.ac.uk/carbs/hrm/boyne.html

Jay Dahya

Zicklin School of Business, Baruch College - The City University of New York ( email )

55 Lexington Ave., Box B13-260
New York, NY 10010
United States

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