Trapped in the hierarchy: the craft of Dutch city managers

Abstract

The position of top public managers implies management in three directions: up (political office holders), down (creating organizational capacity), and out (boundary spanning). We know however, little about what these managers do. I present a close-up analysis of city managers using diary analysis, shadowing, and interviews with stakeholders. The analysis interprets their craft as managing up, down, and out. It finds that despite the contemporary emphasis on collaborative public management, the prevalence of boundary spanning activities in top managers’ activity patterns is easily overestimated. Working in the governmental hierarchy consumes most of the managers’ attention.

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