Articlebronze2014

MANAGERIAL GOALS IN A PERFORMANCE‐DRIVEN SYSTEM: THEORY AND EMPIRICAL TESTS IN HIGHER EDUCATION

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Public Policy and Administration Research Higher Education Governance and Development Accounting and Organizational Management

Abstract

Factors influencing managerial goals and decision‐making processes have been debated for decades among public administration scholars. Previous literature has explained goal setting through theories of performance gaps, bureaucratic control, and isomorphic rationality. However, there exists no direct empirical test of these theories to determine which theoretical expectation may have more or less weight with managers when setting organizational goals. Using an original survey of university presidents, this study tests how public managers prioritize competing performance goals. Findings suggest that the goal setting decisions of these public managers is primarily driven by political control mechanisms.

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References

2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields 2011Sources of Method Bias in Social Science Research and Recommendations on How to Control It 1964A Behavioral Theory of the Firm 1977The Population Ecology of Organizations 1967Inside Bureaucracy 2009Academic Capitalism and the New Economy 2009Academic Capitalism and the New Economy: Markets, State, and Higher Education 1984The New Economics of Organization

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