Organizational collaboration in the public sector: Do chief executives make a difference?

Marc Esteve*, George Boyne, Vicenta Sierra, Tamyko Ysa

*Corresponding author for this work

    Research output: Contribution to journalArticlepeer-review

    57 Citations (Scopus)


    Upper echelons theory suggests that the characteristics of chief executives affect the strategic choices of their organizations. In this article, we examine whether the characteristics of top managers make a difference to the extent of interorganizational collaboration in the public sector. Using survey data from 228 chief executives from Catalonia, we test upper echelons theory and control for top managers' institutional settings such as the size and the sector of the organization, as well as the socioeconomic context. The empirical results suggest that collaboration is influenced by the characteristics of chief executives; in particular, the extent of collaboration is affected positively by their educational qualifications and concern for self-development and negatively by their age.

    Original languageEnglish
    Pages (from-to)927-952
    Number of pages26
    JournalJournal of Public Administration Research and Theory
    Issue number4
    Early online date18 Sept 2012
    Publication statusPublished - 1 Oct 2013

    Bibliographical note

    This article reports on work undertaken by the authors as part of MICINN Research Award CSO2009/11351 and AGAUR Research Award SGR1483.References


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