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Executive Succession and the Performance of Public Organizations

Boyne, George Alexander and Dahya, Jay 2002. Executive Succession and the Performance of Public Organizations. Public Administration 80 (1) , pp. 179-200. 10.1111/1467-9299.00299

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Abstract

Assesses how the appointment of a new chief executive might affect organizational performance in the UK public sector. Discusses the nature of organizational performance in the context of the UK public sector, drawing on Rohrbaugh's models of organizational performance. Suggests that the rational goal model is strongly reflected in the performance measurement of the public sector through Best Value and other external performance measurement systems. Considers the motives of chief executives in the public sector, looking at three main models (the pragmatist, the altruist and the egotist) and discussing the implications of these for the motivation of chief executives to change their organizations. Assuming that they have this motivation, assesses if chief executives have the means to change their organization, the strategies they can use to do this, and the factors that affect whether they will have the opportunity to do so. Draws together this analysis to develop a model of the impact of executive succession on organizational performance, setting out the hypotheses on which this is based.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Subjects: H Social Sciences > H Social Sciences (General)
H Social Sciences > HD Industries. Land use. Labor
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
H Social Sciences > HJ Public Finance
Uncontrolled Keywords: Chief Executives; Organizational Change; Organizational Performance; Public Sector; United Kingdom
Publisher: Wiley
ISSN: 0033-3298
Last Modified: 08 Jan 2020 04:00
URI: http://orca.cf.ac.uk/id/eprint/39624

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