The Motivations for the Adoption of Management Innovation by Local Governments and its Performance Effects

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalpeer-review

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Original languageEnglish
Pages (from-to)625-637
Journal / PublicationPublic Administration Review
Volume81
Issue number4
Online published4 Mar 2021
Publication statusPublished - Jul 2021

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Abstract

This article analyses the economic, political, and institutional antecedents and performance effects of the adoption of shared Senior Management Teams (SMTs)—a management innovation (MI) that occurs when a team of senior managers oversees two or more public organizations. Findings from statistical analysis of 201 English local governments and interviews with organizational leaders reveal that shared SMTs are adopted to develop organizational capacity in resource-challenged, politically risk-averse governments, and in response to coercive and mimetic institutional pressures. Importantly, sharing SMTs may reduce rather than enhance efficiency and effectiveness due to redundancy costs and the political transaction costs associated with diverting resources away from a high-performing partner to support their lower-performing counterpart.

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Citation Format(s)

The Motivations for the Adoption of Management Innovation by Local Governments and its Performance Effects. / Andrews, Rhys; Bellò, Benedetta; Downe, James; Martin, Steve; Walker, Richard M.

In: Public Administration Review, Vol. 81, No. 4, 07.2021, p. 625-637.

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalpeer-review

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