Serpents in the sand : managerial networking and nonlinear influences on organizational performance
By: HICKLIN, Alisa
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Contributor(s): O'Toole Jr., Laurence J | Meier, Kenneth J.
Material type: 
ArticlePublisher: New York : Oxford University, apr. 2008Journal of Public Administration Research and Theory - JPART 18, 2, p. 253-273Abstract: 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
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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