An Unstable Hierarchy: Departmental Dynamics in Local Government Organizations

Original

An Unstable Hierarchy: Departmental Dynamics in Local Government Organizations

Bradley M. Johnson, Kimberly L. Nelson, Mary Beth Spoehr

Abstract

ABSTRACT Local governments offer untapped insights into public organizational change. Despite their large number and variety, internal departmental dynamics are poorly understood, with implications for information processing, service delivery, and democratic accessibility. Using data from 272 municipalities collected 5 years apart (2014–2019) analysis finds that 88% changed at least one department name and 69% experienced an increase or decrease in the total number of departments. To understand what contextual elements may lead to these changes, capacity and institutional triggers are explored. Findings indicate that turnover of executive leadership increases the likelihood of change, while population and employment change affect the scale of change. Other commonly discussed conditions such as changes in financial resources, the turnover in legislative bodies, and the independence of executives are not significantly associated. For public administration, the consequences of continuous change in organizational hierarchies could affect assumptions of bureaucratic stability, democratic responsiveness, administrative burden, and organizational legibility.