000			01470nam a22001577a 4500
999			_c520286 _d520286
008			220906b ||||| |||| 00| 0 eng d
100			_aAndrews, Rhys et al _933853
245			_aThe motivations for the adoption of management innovation by local governments and its performance effects
260			_aPublic Administration Review
300			_a81(4), Jul-Aug, 2021: p.625-637
520			_aThis article analyses the economic, political, and institutional antecedents and performance effects of the adoption of shared Senior Management Teams (SMTs)—a management innovation (MI) that occurs when a team of senior managers oversees two or more public organizations. Findings from statistical analysis of 201 English local governments and interviews with organizational leaders reveal that shared SMTs are adopted to develop organizational capacity in resource-challenged, politically risk-averse governments, and in response to coercive and mimetic institutional pressures. Importantly, sharing SMTs may reduce rather than enhance efficiency and effectiveness due to redundancy costs and the political transaction costs associated with diverting resources away from a high-performing partner to support their lower-performing counterpart. – Reproduced
650			_aSenior Management Teams (SMTs), Management innovation (MI), Managers, Leaders, Organizational leaders _933854
773			_aPublic Administration Review
906			_aLEADERSHIP
942			_cAR