Serpents in the sand: Managerial networking and nonlinear influences on organizational performance

Kenneth J. Meier, Laurence J. O'Toole, Alisa Hicklin

Research output: Contribution to journalArticleAcademicpeer-review

56 Citations (Scopus)

Abstract

Scholars of public management have consistently found that management matters, but little research has considered how much management matters or whether the link between management and performance may be contingent on various factors. This article further investigates the link between management and performance by examining the functional form of the relationship. Analyses using data from 1000+ public organizations point to some diminishing returns. Results suggest that networking with other organizations might not always result in gains for the organization. Findings also show how managerial quality and differences in organizational staff can affect this relationship.
Original languageUndefined
Pages (from-to)253-273
Number of pages21
JournalJournal of public administration research and theory
Volume18
Issue number2
DOIs
Publication statusPublished - 2008

Keywords

  • IR-102756
  • METIS-249282

Cite this

Meier, Kenneth J. ; O'Toole, Laurence J. ; Hicklin, Alisa. / Serpents in the sand: Managerial networking and nonlinear influences on organizational performance. In: Journal of public administration research and theory. 2008 ; Vol. 18, No. 2. pp. 253-273.
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Serpents in the sand: Managerial networking and nonlinear influences on organizational performance. / Meier, Kenneth J.; O'Toole, Laurence J.; Hicklin, Alisa.

In: Journal of public administration research and theory, Vol. 18, No. 2, 2008, p. 253-273.

Research output: Contribution to journalArticleAcademicpeer-review

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AB - Scholars of public management have consistently found that management matters, but little research has considered how much management matters or whether the link between management and performance may be contingent on various factors. This article further investigates the link between management and performance by examining the functional form of the relationship. Analyses using data from 1000+ public organizations point to some diminishing returns. Results suggest that networking with other organizations might not always result in gains for the organization. Findings also show how managerial quality and differences in organizational staff can affect this relationship.

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