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Does governing board involvement impact strategy implementation effectiveness? The role of information sharing in the politics-administration interface

Kenn Meyfroodt (UGent) and Sebastian Desmidt (UGent)
(2024) PUBLIC MANAGEMENT REVIEW. 26(3). p.565-590
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Abstract
Many local authorities are governed by a dual governance structure involving a political governing board and a chief administrative officer (CAO). The question if both strategic actors should collaborate has been long debated. The politics-administration dichotomy perspective advocates independence, while the complementarity view eulogizes interdependence. But, what is the appropriate level of governing board involvement during strategy implementation? We use data of 96 Flemish local authorities’ CAOs to investigate if specific strategic board role behaviours (SBRBs) stimulate governing board-CAO information sharing and, subsequently, foster strategy implementation effectiveness. Results confirm the relevance of overseeing SBRB in combination with information sharing.
Keywords
Politics-administration interface, information sharing, strategic board role behaviour, strategy implementation effectiveness, interdependence, TOP MANAGEMENT TEAMS, PUBLIC MANAGEMENT, LOCAL-GOVERNMENT, CORPORATE GOVERNANCE, DECISION-MAKING, TRANSFORMATIONAL LEADERSHIP, STEWARDSHIP THEORY, CITY-MANAGERS, METHOD BIAS, PERFORMANCE

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Citation

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MLA
Meyfroodt, Kenn, and Sebastian Desmidt. “Does Governing Board Involvement Impact Strategy Implementation Effectiveness? The Role of Information Sharing in the Politics-Administration Interface.” PUBLIC MANAGEMENT REVIEW, vol. 26, no. 3, 2024, pp. 565–90, doi:10.1080/14719037.2022.2103174.
APA
Meyfroodt, K., & Desmidt, S. (2024). Does governing board involvement impact strategy implementation effectiveness? The role of information sharing in the politics-administration interface. PUBLIC MANAGEMENT REVIEW, 26(3), 565–590. https://doi.org/10.1080/14719037.2022.2103174
Chicago author-date
Meyfroodt, Kenn, and Sebastian Desmidt. 2024. “Does Governing Board Involvement Impact Strategy Implementation Effectiveness? The Role of Information Sharing in the Politics-Administration Interface.” PUBLIC MANAGEMENT REVIEW 26 (3): 565–90. https://doi.org/10.1080/14719037.2022.2103174.
Chicago author-date (all authors)
Meyfroodt, Kenn, and Sebastian Desmidt. 2024. “Does Governing Board Involvement Impact Strategy Implementation Effectiveness? The Role of Information Sharing in the Politics-Administration Interface.” PUBLIC MANAGEMENT REVIEW 26 (3): 565–590. doi:10.1080/14719037.2022.2103174.
Vancouver
1.
Meyfroodt K, Desmidt S. Does governing board involvement impact strategy implementation effectiveness? The role of information sharing in the politics-administration interface. PUBLIC MANAGEMENT REVIEW. 2024;26(3):565–90.
IEEE
[1]
K. Meyfroodt and S. Desmidt, “Does governing board involvement impact strategy implementation effectiveness? The role of information sharing in the politics-administration interface,” PUBLIC MANAGEMENT REVIEW, vol. 26, no. 3, pp. 565–590, 2024.
@article{8762050,
  abstract     = {{Many local authorities are governed by a dual governance structure involving a political governing board and a chief administrative officer (CAO). The question if both strategic actors should collaborate has been long debated. The politics-administration dichotomy perspective advocates independence, while the complementarity view eulogizes interdependence. But, what is the appropriate level of governing board involvement during strategy implementation? We use data of 96 Flemish local authorities’ CAOs to investigate if specific strategic board role behaviours (SBRBs) stimulate governing board-CAO information sharing and, subsequently, foster strategy implementation effectiveness. Results confirm the relevance of overseeing SBRB in combination with information sharing.}},
  author       = {{Meyfroodt, Kenn and Desmidt, Sebastian}},
  issn         = {{1471-9037}},
  journal      = {{PUBLIC MANAGEMENT REVIEW}},
  keywords     = {{Politics-administration interface,information sharing,strategic board role behaviour,strategy implementation effectiveness,interdependence,TOP MANAGEMENT TEAMS,PUBLIC MANAGEMENT,LOCAL-GOVERNMENT,CORPORATE GOVERNANCE,DECISION-MAKING,TRANSFORMATIONAL LEADERSHIP,STEWARDSHIP THEORY,CITY-MANAGERS,METHOD BIAS,PERFORMANCE}},
  language     = {{eng}},
  number       = {{3}},
  pages        = {{565--590}},
  title        = {{Does governing board involvement impact strategy implementation effectiveness? The role of information sharing in the politics-administration interface}},
  url          = {{http://doi.org/10.1080/14719037.2022.2103174}},
  volume       = {{26}},
  year         = {{2024}},
}
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