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PUBLIC MANAGEMENT IN POLITICAL INSTITUTIONS : EXPLAINING PERCEPTIONS OF WHITE HOUSE CHIEF OF STAFF INFLUENCE
Author(s) -
VILLALOBOS JOSÉ D.,
VAUGHN JUSTIN S.,
COHEN DAVID B.
Publication year - 2014
Publication title -
public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.313
H-Index - 93
eISSN - 1467-9299
pISSN - 0033-3298
DOI - 10.1111/padm.12097
Subject(s) - perception , politics , white (mutation) , public relations , public management , empirical research , management , political science , public administration , business , sociology , psychology , economics , law , biochemistry , chemistry , philosophy , epistemology , neuroscience , gene
The notion that public managers influence organizational performance is common in public administration research. However, less is known about why some managers are better at influencing organizational performance than others. Furthermore, relatively few studies have systematically examined managerial influence and scholars have yet to investigate either quantitatively or systematically managerial influence in the White House. Utilizing original survey data collected from former White House officials who served in the Reagan, George H.W. Bush, and Clinton administrations, this study applies empirical public management theory to examine for the first time the key determinants that shape perceptions of chief of staff managerial influence. The findings demonstrate how several core concepts in public management theory help explain the dynamics that drive perceptions of managerial influence, thereby providing a new contribution to the literature on public management.