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Managing for Public Service PerformanceHow People and Values Make a Difference$
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Peter Leisink, Lotte B. Andersen, Gene A. Brewer, Christian B. Jacobsen, Eva Knies, and Wouter Vandenabeele

Print publication date: 2021

Print ISBN-13: 9780192893420

Published to Oxford Scholarship Online: March 2021

DOI: 10.1093/oso/9780192893420.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 13 April 2021

Managers as Insiders or Outsiders to Public Organizations

Managers as Insiders or Outsiders to Public Organizations

Publicness Fit, Leadership, and Organizational Performance

Chapter:
(p.104) 6 Managers as Insiders or Outsiders to Public Organizations
Source:
Managing for Public Service Performance
Author(s):

Oliver James

Ayako Nakamura

Nicolai Petrovsky

Publisher:
Oxford University Press
DOI:10.1093/oso/9780192893420.003.0006

The heart of public management is that the public sector context matters in ways that generic management research typically neglects. Generic management scholarship has found that the degree of match between top managers’ career experience and the characteristics of their current organizations creates managerial fit or misfit. However, public sector management adds the insight of “publicness fit” and the empirical finding that managers appointed from outside of public organizations tend to have shorter tenures, and in some contexts, weaker performance than managers with experience managing inside public organizations. This chapter reviews the current state of research on managerial publicness fit. First, the publicness fit on dimensions of public ownership, funding, and regulation is presented and a systematic review of broader studies of managerial fit for their relevance to the topic is given. Then, review evidence on publicness “insider/outsider” fit and its consequences for the public sector is offered. The third section concludes with an agenda for integrating publicness fit with the other dimensions of managerial fit identified in the review.

Keywords:   insider, leadership, managerial background, outsider, performance, public management, turnover

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