Managerial Innovation at the Local Level: Some Effects of Administrative Leadership and Governing Board Behavior

Gabris, Gerald T.; Grenell, Keenan; Ihrke, Douglas M.; Kaatz, James

doi:10.2307/3380565

Cited by 27 publications

(33 citation statements)

References 3 publications

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“…Accordingly, our framework accounts for general management capacity in a number of ways. First, the analysis includes a measure of innovation management (Berry ; Gabris et al ; Stewart and Kringas ). Scholars have suggested that nursing home leadership is critical in creating more flexible and innovative arrangements to reduce costs and correct system flaws (Deutschman ).…”

Section: Perspectives On Government Regulationmentioning

confidence: 99%

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Managing in the Regulatory Thicket: Regulation Legitimacy and Expertise

Amirkhanyan

Meier

O’Toole

2016

Public Administration Review

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Although the influence of government regulation on organizations is undeniable, empirical research in this field is scarce. This article investigates how the understanding of and attitudes toward government regulation among public, nonprofit, and for‐profit managers affect organizational performance, using U.S. nursing homes as the empirical setting. Findings suggest that managers’ perceptions of regulation legitimacy—views of regulation fairness, inspectors’ effectiveness, and internal utility of the mandates—positively affect service quality. Subgroup analysis suggests that managers’ views of regulation matter in nonprofit and for‐profit organizations but not in public organizations. In nonprofit homes, performance declines when managers report higher regulatory expertise—better knowledge of the regulatory standards. In for‐profit facilities, frequent communication with regulators lowers quality. These findings suggest that the regulated entities’ views of government regulation are central to their success, which necessitates improvements in the regulatory process.

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Section: Perspectives On Government Regulationmentioning

confidence: 99%

“…Accordingly, our framework accounts for general management capacity in a number of ways. First, the analysis includes a measure of innovation management (Berry 1994 ;Gabris et al 1999 ;Stewart and Kringas Even when fair and eff ective, government regulation may be perceived as a distraction from service delivery.…”

Section: Study Objectivesmentioning

confidence: 99%

Managing in the Regulatory Thicket: Regulation Legitimacy and Expertise

Amirkhanyan

Meier

O’Toole

2016

Public Administration Review

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“…Knowledge sharing in this study is defined and operationalized as an individual act of transferring knowledge to someone else (Lee, ). Indeed, the challenging steps of idea generation, idea promotion, and idea realization that produce innovative behavior (Scott & Bruce, ) are best accomplished when employees trust and know the leader's criterion to decide what behaviors are innovative and, therefore, know what type of ideas will be welcomed as innovative by their leader (Adarves‐Yorno, Postmes, & Haslam, ; Adarves‐Yorno et al, ; Gabris, Grenell, Ihrke, & Kaatz, ; Serva et al, ).…”

Section: Introductionmentioning

confidence: 99%

“…are best accomplished when employees trust and know the leader's criterion to decide what behaviors are innovative and, therefore, know what type of ideas will be welcomed as innovative by their leader (Adarves-Yorno, Postmes, &Haslam, 2006;Adarves-Yorno et al, 2007;Gabris, Grenell, Ihrke, & Kaatz, 2000;Serva et al, 2005).…”

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confidence: 99%

Does paternalistic leadership promote innovative behavior? The interaction between authoritarianism and benevolence

Qing

Sánchez

2017

J Applied Social Pyschol

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We theorize about the separate and interactive effects of the two primary elements of paternalistic leadership: authoritarianism and benevolence. Accordingly, we test a mediating mechanism through which these components of paternalistic leadership stimulate employee innovative and knowledge‐sharing behaviors. A multi‐source and multi‐level study involving 302 employee‐supervisor‐peer triads in 60 Chinese technology‐based organizations supported the association between the interaction of benevolent and authoritarian leadership and employee affective trust, innovative behavior, and knowledge sharing. Moreover, affective trust mediated the interaction of benevolence and authoritarianism on employee innovative behavior and knowledge sharing. We suggest that, the two constructs underlying paternalistic leadership might promote employee breakthrough behaviors across cultures. That is, their demanding and yet selfless stance turns authoritarian‐benevolent leaders into prototypes of the followers' aspirational social identity.

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“…Among the personalities whose accomplishments are chronicled in that text are Admiral Hyman Rickover of the U.S. Navy (Lewis, 1987), Gifford Pinchot of the U.S. Forest Service (Cooper, 1987), and Secretary of Defense Robert McNamara of the Kennedy Administration (Shapley, 1987). Other scholars have more generallyconsidered the entrepreneurial work of elected officials or nonelected bureaucrats, such as staff members of U.S. Senate committees (Price, 1971), U.S. senators (Walker, 1977), state attorneys general (Spill, Licari, & Ray, 2001), or elected members of local governing boards for public organizations (Gabris et al., 1999). Indeed, Borins's (2000) review of applications for Ford Foundation/Kennedy School of Government innovation awards shows that entrepreneurs who are initiators of new innovations come from all strata of the public sector from politicians and agency heads down to middle managers and frontline staff of bureaucratic departments 3 Sapat (2004…”

Section: The Concept Of Public Entrepreneurshipmentioning

confidence: 99%

Innovation and Implementation in the Public Sector: An Examination of Public Entrepreneurship

Mack

Green

Vedlitz

2008

Review of Policy Research

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This article develops an empirical measure of public entrepreneurship and uses it to discover the correlates that distinguish between those participants in a policy domain who are seen as more or less important in the entrepreneurial process. Looking at two rural regions dealing with telemedicine technologies, the authors examine the role of personal attributes and situational attributes in predicting who will emerge as the most mentioned public entrepreneurs on these issues in their community. Status in the local community, membership in the health professions, and strong local focus and ties are the most instrumental variables in distinguishing between those in a policy domain who are more likely to be identified as entrepreneurial. The authors provide an empirical test that can, for the first time, identify in a comparative context the traits that distinguish more entrepreneurial individuals from less entrepreneurial ones (or nonentrepreneurial ones) participating in the same policy domain. Copyright 2008 by The Policy Studies Organization.

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Managerial Innovation at the Local Level: Some Effects of Administrative Leadership and Governing Board Behavior

Cited by 27 publications

References 3 publications

Managing in the Regulatory Thicket: Regulation Legitimacy and Expertise

Managing in the Regulatory Thicket: Regulation Legitimacy and Expertise

Does paternalistic leadership promote innovative behavior? The interaction between authoritarianism and benevolence

Innovation and Implementation in the Public Sector: An Examination of Public Entrepreneurship

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