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Managing upward, downward, and outward: Networks, hierarchical relationships and performance

O' Toole, Laurence, Meier, Kenneth John and Nicholson-Crotty, Sean 2007. Managing upward, downward, and outward: Networks, hierarchical relationships and performance. Public Management Review 7 (1) , pp. 45-68. 10.1080/1471903042000339419

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Abstract

It is particularly difficult, but also valuable, to try to estimate the relative contributions of different managerial functions to the outcomes of public programs. Building from a formal treatment of public management and performance, this study explores this research task with empirical analyses of several hundred public organizations and their top managers over a five-year period. Using Moore’s distinction among managing upward toward political principals, downward toward organizational agents and outward toward the networked environment, we examine managerial impacts on ten different performance criteria. Findings validate the points that these three functions are distinct, public management has performance-relevant impacts and managerial networking outward can be an important contributor to the achievement of public objectives.

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 > HD28 Management. Industrial Management
Uncontrolled Keywords: Management; networks; performance; public organizations.
Publisher: Taylor & Francis
ISSN: 1471-9037
Last Modified: 04 Jun 2017 05:11
URI: http://orca.cf.ac.uk/id/eprint/49396

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