Top Management Turnover and Organizational Performance
A Test of a Contingency Model
Bibliographic Data
| ID | 6365705 |
|---|---|
| Authors | George A Boyne (Cardiff University), Oliver James (0000-0001-6031-2581, University of Exeter), Peter John (0000-0002-7934-1187, University of Manchester), Nicolai Petrovsky (0000-0001-5134-8718, University of Kentucky) |
| Year | 2011 |
| Volume | 71 |
| Issue | 4 |
| Pages | 572-581 |
| Publication date | 2011-07-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/j.1540-6210.2011.02389.x |
| OpenAlex | W1968128438 |
| Language | EN |
| Citations received | 38 |
| References cited | 46 |
A crucial test of whether “management matters” is whether changes in the team at the top of an organization make a difference. Focusing on turnover in the collective senior team rather than successions of individual chief executives, this article argues that the impact of leadership succession is contingent upon prior organizational performance. The evidence on English local government shows that changes in the top management team lead to improvements when initial performance is bad, but result in deterioration when initial performance is good. The results support the view that high‐performing organizations should attempt to retain members of their senior management team, whereas low performers should seek to replace them
Business · Contingency · Contingency theory · Economics · Government (linguistics · Management · Organizational Effectiveness · Organizational performance · Political science · Public relations · Team effectiveness · Test (biology · Turnover · Corporate Finance and Governance · Local Government Finance and Decentralization · Marketing · Psychology · Public Policy and Administration Research
Modelos Mentais dos Empreendedores e o Desempenho Organizacional
Turnover rates and organizational performance
Structural Impediments to Policy Learning
The interactive effects of professionalism and politicization
Understanding the mobility of public leaders
Allying with AI? Reactions toward human-based, AI/ML-based, and augmented hiring processes
Leading in a time of turmoil
Breaking point
Association of Employee Engagement Factors and Turnover Intention Among the 2015 U.S. Federal Government Workforce
New Executives from Inside or Outside? The Effect of Executive Replacement on Organizational Change
Managing Citizens' Expectations of Public Service Performance
Personnel governance of corporatized public services
Predicting executive vacancies
Context matters
How does council–manager conflict affect managerial turnover intention? The role of job embeddedness and cooperative context
Understanding Vacancy Time
Local Government Management and Performance
Does public managers' type of education affect performance in public organizations? A systematic review
Ministerial musical chairs
Caracterización del mandato de los directivos públicos en Ecuador. Una aproximación a su gestión desde los ciclos de desempeño y aprendizaje
When does employee turnover matter? Analyzing the role of organizational memory in the federal IT workforce
Top managers’ language dissimilarity and public organizational performance
Politicization, bureaucratic closedness in personnel policy, and turnover intention
The Impact of Performance-Based Grants Management on Performance
Agency Heads’ Public Profiles and Bureaucratic Performance
Top managers in public organizations
Intergovernmental Influence, Managerial Turnover, and City Energy Policy Adoption
Dynamic Leadership Succession
The Phoenix pay system and intention to quit the federal public service
The politics of land allocation toward green development
Measuring the Impact of Appointee Vacancies on US Federal Agency Performance
Performance Management Meets Red Tape
Ministerial Leadership and Endorsement of Bureaucrats
Managerial Friction and Land‐Use Policy Punctuations in the Fragmented Metropolis
Moving in, managing up
The Challenges of Using Citizen Reporting to Improve Public Services
New Leaders' Managerial Background and the Performance of Public Organizations
Three Sides of the Same Coin? A Bayesian Analysis of Strategic Management, Comprehensive Planning, and Inclusionary Values in Land Use
Transforming Local Governance
Explaining Turnover Intention in State Government
Estimation of Dynamic Models with Error Components
Shared Leadership in Teams
Dynamic panel data models
Upper Echelons
Plus ca Change
Top-Management-Team Tenure and Organizational Outcomes
Plus ca Change
Public management and organizational performance
Spinning Wheels
Environmental Turbulence, Organizational Stability, and Public Service Performance
Individualization and Public Sector Leadership
Executive Succession and the Performance of Public Organizations
Leadership with an Enduring Impact
Leadership and the Transformation of a Major Institution
Strategy Content and Organizational Performance
The Entrepreneurial Bureaucrat
Modeling the Impact of Public Management
Employee Turnover and Organizational Performance
Why Elephants Gallop
The Effects of Managerial Succession on Organizational Performance
Strategic Management and the Performance of Public Organizations
Testing How Management Matters in an Era of Government by Performance Management
Explaining Public Service Performance
Structural Inertia and Organizational Change
The Population Ecology of Organizations
| Unique citing works | 38 |
|---|---|
| Citations per year | 2,53 |
| Citation span | 2011 - 2026 (16) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 37 |