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Journal of Public Administration Research and Theory Advance Access originally published online on February 18, 2005
Journal of Public Administration Research and Theory 2005 15(4):585-597; doi:10.1093/jopart/mui034
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© The Author 2005. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved. For permissions, please e-mail: journals.permissions@oupjournals.org.

The Effects of Managerial Succession on Organizational Performance

Gregory C. Hill

Texas A&M University

Address correspondence to the author at ghill{at}politics.tamu.edu.

Boyne and Dahya (2002) posit that the means, motives, and opportunities available to top managers will affect their ability to impact organizational performance. In this analysis, I test the theory posited by Boyne and Dahya and expand the model by exploring whether the performance effects of executive succession differ between an internal promotion and an external hire. Using Texas school superintendents as the managers in question, I use pooled, time-series data to test both the immediate and the long-term effects of managerial succession on performance. The findings reveal that an immediate, negative effect of executive succession is present only in the case of an externally hired replacement and that the long-term effect of managerial change on organizational performance is positive. These findings suggest that public managerial succession does influence organizational performance.


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