Managing upward, downward and outward - Networks, hierarchical relationships and performance Academic Article

abstract

• It is particularly difficult, but also valuable, to try to estimate the relative contributions of different managerial functions to the outcomes of public programs. Building from a formal treatment of public management and performance, this study explores this research task with empirical analyses of several hundred public organizations and their top managers over a five-year period. Using Moore's distinction among managing upward toward political principals, downward toward organizational agents and outward toward the networked environment, we examine managerial impacts on ten different performance criteria. Findings validate the points that these three functions are distinct, public management has performance-relevant impacts and managerial networking outward can be an important contributor to the achievement of public objectives. 2005 Taylor & Francis Group Ltd.

authors

• Meier, Kenneth

published proceedings

• PUBLIC MANAGEMENT REVIEW

author list (cited authors)

• O'Toole, L. J., Meier, K. J., & Nicholson-Crotty, S.

citation count

• 106

complete list of authors

• O'Toole, LJ||Meier, KJ||Nicholson-Crotty, S

publication date

• March 2005

publisher

• Taylor & Francis  Publisher

published in

• n1471-9037ISSN  Journal

keywords

• Management
• Networks
• Performance
• Public Organizations

Digital Object Identifier (DOI)

• 10.1080/1471903042000339419

start page

• 45

end page

• 68

volume

• 7

issue

• 1

URL

• http://dx.doi.org/10.1080/1471903042000339419