Representative bureaucracy, organizational strategy, and public service performance: an empirical analysis of English local government

Andrews, Rhys William ORCID: https://orcid.org/0000-0003-1904-9819, Boyne, George Alexander, Meier, Kenneth John ORCID: https://orcid.org/0000-0002-6378-0855, O'Toole, Laurence J. and Walker, Richard Mark 2005. Representative bureaucracy, organizational strategy, and public service performance: an empirical analysis of English local government. Journal of Public Administration Research and Theory 15 (4) , pp. 489-504. 10.1093/jopart/mui032

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Abstract

The theory of representative bureaucracy suggests that organizations perform better if their workforces reflect the characteristics of their constituent populations. The management literature implies that the impact of representative bureaucracy is contingent on organizational strategy. Our empirical evidence on English local government is inconsistent with the basic theory of representative bureaucracy but supports a moderating effect of organizational strategy. Representative bureaucracy is negatively associated with citizens' perceptions of local authority performance. However, organizations pursuing a prospector strategy are able to mitigate this negative relationship.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Publisher:	Oxford University Press
ISSN:	1053-1858
Last Modified:	21 Mar 2023 13:56
URI:	https://orca.cardiff.ac.uk/id/eprint/2640

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