CEO Turnover and Openness of Decision-making Processes in the Post-succession Phase: Exploring a Threat-rigidity Perspective

IF 3.2 3区管理学 Q1 PUBLIC ADMINISTRATION

Administration & Society Pub Date : 2024-08-24 DOI:10.1177/00953997241267851

Danika Pieters, Jan Wynen, Bjorn Kleizen

引用次数: 0

Abstract

This study examines how top leader turnover in the public sector affects organizational strategic decision-making processes in the post-succession phase. Survey responses of managers were combined with a novel database on CEO turnover in the U.S. Federal Government. Drawing on threat-rigidity theory, we hypothesize that as CEO turnover is perceived as a threatening event for both managers and CEOs themselves, organizations as a whole respond by becoming more rigid, centralizing strategic decision-making and restricting the flow of information. This has knock-on effects on the quality of strategic decisions and their implementation, with detrimental effects on the delivery of public services.

查看原文本刊更多论文

首席执行官离职与继任后决策过程的开放性：探索威胁-僵化视角

本研究探讨了公共部门高层领导的更替如何影响组织在继任后阶段的战略决策过程。我们将管理人员的调查反馈与有关美国联邦政府首席执行官更替的新型数据库相结合。根据威胁-僵化理论，我们假设，当首席执行官更替被视为对管理者和首席执行官本身都具有威胁性的事件时，组织作为一个整体会做出反应，变得更加僵化，集中战略决策并限制信息流动。这将对战略决策的质量及其实施产生连锁反应，从而对公共服务的提供产生不利影响。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文求助全文

来源期刊

Administration & Society PUBLIC ADMINISTRATION-

CiteScore

4.50

自引率

4.30%

发文量

期刊介绍： Administration & Society seeks to further the understanding of public and human service organizations, their administrative processes, and their effect on society. The journal publishes empirically oriented research reports and theoretically specific articles that synthesize or contribute to the advancement of understanding and explanation in these fields. Of particular interest are (1) studies that analyze the effects of the introduction of administrative strategies, programs, change interventions, and training; and (2) studies of intergroup, interorganizational, and organization-environment relationships and policy processes.