Mind the board!’
Board efficacy, managerial role dilemmas and performance in municipally owned corporations
Dados Bibliográficos
| ID | 9962294 |
|---|---|
| Autores | Tobias Krause (0000-0001-7053-724X, Frankfurt University of Applied Sciences), Tobias Polzer (0000-0001-5235-3412, WU Vienna, Austria, autor correspondente), Marcus Sidki (0000-0002-0786-7155, Ludwigshafen University of Business and Society) |
| Ano | 2024 |
| Volume | 90 |
| Fascículo | 3 |
| Páginas | 651-668 |
| Data de publicação | 2024-09-01 |
| Peer Reviewed | Sim |
| Open Access | Sim |
| Tipo | ARTICLE |
| Periódico | International Review of Administrative Sciences (JOURNAL) |
| Identificadores do periódico | ISSN: 0020-8523 • E-ISSN: 1461-7226 |
| Editora | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/00208523231219983 |
| OpenAlex | W4390407299 |
| Idioma | EN |
| Citações recebidas | 2 |
| Referências citadas | 62 |
Globally, the corporatisation of local public services has gained substantive momentum over the past decades. However, there is a research gap concerning the functioning of governance bodies, particularly boards, in municipally owned corporations as hybrid organisations. In this study, analysing German municipally owned corporations, we investigate the relationship between supervisory board efficacy, as attributed by chief executive officers, and perceived organisational performance. We do not find a direct relationship; instead, we find evidence for a ‘catalyser’ relationship: board efficacy alleviates managerial role dilemmas, thus removing obstacles to organisational performance. The results imply that particular attention needs to be paid to the enhancement of competencies of board members and their collaboration. Limitations are outlined
Business · Corporate governance · German · Political science · Public relations · Supervisory board · Accounting · Accounting and Organizational Management · Finance · Public Policy and Administration Research · Public-Private Partnership Projects
Structural Equation Modeling with Mplus
State-owned Enterprises Around the WORLD as Hybrid Organizations
Common Method Variance in Is Research
Common Method Bias in Public Management Studies
Common Method Bias in Marketing
Evaluating Structural Equation Models with Unobservable Variables and Measurement Error
Professional managers, public values? The delicate balance between corporatization and stewardship to society
The influence of political fragmentation on public enterprises
Governance and accountability in hybrid organizations – past, present and future
In control we trust!? Exploring formal control configurations for municipally owned corporations
Understanding the Behavior of Nonprofit Boards of Directors
A Conceptual Model for Individual Coping with Value Conflicts
Performance of municipally owned corporations
Nonprofit Board Role Ambiguity
Linking Transformational Leadership to Self-Efficacy, Extra-Role Behaviors, and Turnover Intentions in Public Agencies
Board Activities, Involvement, and Public Transit Performance
Multiple principals, multiple problems
Clearing the fog for an overall view on state-owned enterprises
Strategic corporate governance factors for municipally owned companies
The moderator–mediator variable distinction in social psychological research
Policy Alienation of Public Professionals
Extending the Theory of Goal Ambiguity to Programs
Local governments and their arm’s length bodies
The longer-run performance effects of agencification
A Conceptual Framework for Analysis of Goal Ambiguity in Public Organizations
Agents or Stewards
Politics versus Professionalism
Understanding self‐regulation for political control and policymaking
Principles and Practice of Structural Equation Modeling
The Soft Budget Constraint
Do Hospital Boards matter for better, safer, patient care
Supervision in 'modern' university governance
Toward a theory of social conflict
Reconsidering Baron and Kenny
| Obras citantes distintas | 2 |
|---|---|
| Citações por ano | 1 |
| Intervalo de citações | 2024 - 2026 (3) |
| Velocidade de citação | current |
| Altamente citado | Não |
| Tipos de citação | Neutras: 2 |