This dissertation is an exploration, development and application of a theory on
the effects of managerial succession on organizational performance in the public sector.
Public management is a field of study within public administration that is gaining
momentum and is strengthening both its theoretical and empirical bases. In this
dissertation I build upon the very small literature on managerial (or executive)
succession to develop a theory of the effects of managerial succession on performance. I
posit that in the short-term performance will decrease; however, over time organizations
that have had a succession event will see an increase in performance. I employ the use of
three unique datasets: Texas school district superintendents, British local education
authorities, and Major League Baseball field managers. All datasets have particular
strengths that allow for a more complete empirical analysis. What we find is that, while
there appears to be no significant relationship between managerial succession and
performance in the year following the succession event, there is a positive and
significant event over time. Furthermore, in the British analysis, which is designed to
test a similar organization to the Texas analysis yet in a vastly different organizational
structure, we find no significant relationship between performance and succession.
| Identifer | oai:union.ndltd.org:tamu.edu/oai:repository.tamu.edu:1969.1/3945 |
| Date | 16 August 2006 |
| Creators | Hill, Gregory Cash |
| Contributors | Meier, Kenneth J. |
| Publisher | Texas A&M University |
| Source Sets | Texas A and M University |
| Language | en_US |
| Detected Language | English |
| Type | Book, Thesis, Electronic Dissertation, text |
| Format | 381396 bytes, electronic, application/pdf, born digital |
Page generated in 0.0018 seconds