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Executive Succession in English Local Government

Author

Listed:
  • George A. Boyne
  • Oliver James
  • Peter John
  • Nicolai Petrovsky

Abstract

The authors report the results of the first quantitative study of senior management turnover in English local authorities. Consistent with existing management theory, rates of executive succession were found to be higher in an adverse external environment, and where organizational performance is weak.

Suggested Citation

  • George A. Boyne & Oliver James & Peter John & Nicolai Petrovsky, 2008. "Executive Succession in English Local Government," Public Money & Management, Taylor & Francis Journals, vol. 28(5), pages 267-274, October.
    • Handle: RePEc:taf:pubmmg:v:28:y:2008:i:5:p:267-274
    DOI: 10.1111/j.1467-9302.2008.00655.x
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    References listed on IDEAS

    as
    1. Danny Miller, 1991. "Stale in the Saddle: CEO Tenure and the Match Between Organization and Environment," Management Science, INFORMS, vol. 37(1), pages 34-52, January.
    2. Rhys Andrews, 2004. "Analysing Deprivation and Local Authority Performance: The Implications for CPA," Public Money & Management, Taylor & Francis Journals, vol. 24(1), pages 19-26.
    3. Fama, Eugene F & Jensen, Michael C, 1983. "Separation of Ownership and Control," Journal of Law and Economics, University of Chicago Press, vol. 26(2), pages 301-325, June.
    Full references (including those not matched with items on IDEAS)

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