Original
Insider or outsider: negative performance feedback and top manager succession in the public sector
Abstract
Facing performance pressure, public organizations frequently experience top manager turnover, yet how they select successors is understudied. This study argues negative performance feedback (NPF) critically influences successor origin. Based on 2,045 TM turnovers , we find that NPF reduces the odds of internal succession by 41.7%. Internal promotion history strengthens external successor selection by signalling a break from discredited routines, while exploratory learning emphasis reinforces external selection as strategic identity. This research advances public management by offering a dynamic, antecedent-based explanation for TM selection, challenging monolithic views of organizational history, and highlighting successor origin as a strategic governance tool.
中文
内部晋升还是外部选聘：负面绩效反馈与公共部门高层管理者继任
摘要
面对绩效压力，公共组织经常经历高层管理者更替，但它们如何选择继任者仍缺乏研究。本研究认为，负面绩效反馈（NPF）对继任者来源具有关键影响。基于2,045次高层管理者更替，我们发现NPF使内部继任的几率降低41.7%。内部晋升历史通过释放与失信惯例决裂的信号，强化了外部继任者选择；而探索式学习导向则作为战略身份强化了外部选择。本研究通过提供一种动态的、基于前因的高层管理者选择解释，挑战了对组织历史的单一化观点，并凸显继任者来源作为一种战略治理工具，从而推进了公共管理研究。
关键词
公共部门、高层管理者继任、负面绩效反馈、内部继任、外部继任、组织历史、探索式学习、战略治理