Routine and nonroutine performance information: an assessment about substitution and complementarity

Abstract

This article investigates the substitution and complementarity effect that organizational social capital generates between two different types of performance information: nonroutine and routine performance information. The study of this topic is important since it offers a better understanding of how public managers inform their decision-making. Using department level data from 57 counties in Florida, this article finds that departments with higher levels of organizational social capital are more likely to complement the use of both routine and nonroutine performance information. Thus, the article reinforces the role and importance that organizational social capital plays into well-established and consolidated managerial practices.

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