Organizational collaboration in the public sector: do chief executives make a difference?

Esteve, Marc, Boyne, George Alexander, Sierra, Vicenta and Ysa, Tamyko 2013. Organizational collaboration in the public sector: do chief executives make a difference? Journal of Public Administration Research and Theory 23 (4) , pp. 927-952. 10.1093/jopart/mus035

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Abstract

Upper echelons theory suggests that the characteristics of chief executives affect the strategic choices of their organizations. In this article, we examine whether the characteristics of top managers make a difference to the extent of interorganizational collaboration in the public sector. Using survey data from 228 chief executives from Catalonia, we test upper echelons theory and control for top managers’ institutional settings such as the size and the sector of the organization, as well as the socioeconomic context. The empirical results suggest that collaboration is influenced by the characteristics of chief executives; in particular, the extent of collaboration is affected positively by their educational qualifications and concern for self-development and negatively by their age.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > H Social Sciences (General) H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management H Social Sciences > HJ Public Finance
Publisher:	Oxford University Press
ISSN:	1053-1858
Last Modified:	08 Jan 2020 04:00
URI:	https://orca.cardiff.ac.uk/id/eprint/39921

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