Representative bureaucracy, organizational strategy, and public service performance: An emperical analysis of English local government

Laurence J. O'Toole, Rhys Andrews, George A. Boyne, Kenneth J. Meier, Richard M. Walker

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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.
Original languageUndefined
Pages (from-to)489-504
JournalJournal of public administration research and theory
Issue number4
Publication statusPublished - 2005


  • IR-102754
  • METIS-230975

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