The motivations for the adoption of management innovation by local governments and its performance effects

Andrews, Rhys ORCID: https://orcid.org/0000-0003-1904-9819, Bello, Benedetta, Downe, James ORCID: https://orcid.org/0000-0003-0772-3183, Martin, Steve ORCID: https://orcid.org/0000-0002-1883-5837 and Walker, Richard 2021. The motivations for the adoption of management innovation by local governments and its performance effects. Public Administration Review 81 (4) , pp. 625-637. 10.1111/puar.13375

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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 organisational 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.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Additional Information:	This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.
Publisher:	Wiley
ISSN:	0033-3352
Funders:	European Union
Date of First Compliant Deposit:	1 March 2021
Date of Acceptance:	1 March 2021
Last Modified:	02 May 2023 16:51
URI:	https://orca.cardiff.ac.uk/id/eprint/139143

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