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Government Performance and Chief Executives’ Intangible Assets: Motives, Networking, and/or Capacity?

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  • Claudia N. Avellaneda

Abstract

This study explores the impact of chief executives’ intangible assets -- motives, capacity and networks -- on government performance. Three main hypotheses suggesting a direct relationship between these assets and performance are tested using data from municipalities in El Salvador, where the chief executive is the elected mayor. The research involved an in-field survey of 135 Salvadorian mayors (out of 262) and data collected from national agencies, focusing on two dimensions of municipal performance: service delivery (electricity and running water) and expansion of revenue (with national grants). After controlling for municipal and constituent-level factors, findings indicate that the chief executive’s capacity (specifically mayoral expertise) is positively correlated to municipal delivery of electricity and running water; intrinsic motivation is linked to expansion of water services; and municipalities whose chief executives are nationally networked tend to receive more grant monies. This study contributes to the literature on government performance by assessing the role of chief executives’ intangible assets in the developing context of a relatively newly established democracy in Latin America.

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  • Claudia N. Avellaneda, 2016. "Government Performance and Chief Executives’ Intangible Assets: Motives, Networking, and/or Capacity?," Public Management Review, Taylor & Francis Journals, vol. 18(6), pages 918-947, July.
    • Handle: RePEc:taf:pubmgr:v:18:y:2016:i:6:p:918-947
    DOI: 10.1080/14719037.2015.1051574
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    1. Reid, J. Norman, 1984. "Rural Government Capacity: Institutional Authority And Local Leadership," Staff Reports 277597, United States Department of Agriculture, Economic Research Service.
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