Top management turnover and organizational performance: a test of a contingency model

Boyne, George Alexander, James, Oliver, John, Peter and Petrovsky, Nicolai 2011. Top management turnover and organizational performance: a test of a contingency model. Public Administration Review 71 (4) , pp. 572-581. 10.1111/j.1540-6210.2011.02389.x

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Abstract

A crucial test of whether “management matters” is whether changes in the team at the top of an organization make a difference. Focusing on turnover in the collective senior team rather than successions of individual chief executives, this article argues that the impact of leadership succession is contingent upon prior organizational performance. The evidence on English local government shows that changes in the top management team lead to improvements when initial performance is bad, but result in deterioration when initial performance is good. The results support the view that high-performing organizations should attempt to retain members of their senior management team, whereas low performers should seek to replace them.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Publisher:	Wiley-Blackwell
ISSN:	0033-3352
Last Modified:	08 Jan 2020 04:00
URI:	https://orca.cardiff.ac.uk/id/eprint/39918

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