We examine performance impact on management by investigating whether information on past organizational performance (‘performance feedback’) influences future managerial quality. We employ a regression discontinuity design to analyse the performance and managerial quality of Korean metropolitan governments’ utility services. We find that (1) providing performance feedback improves managerial quality, but this impact is observed only among low-performing organizations, and (2) the impact of performance feedback is greater if organizations operate in electorally competitive jurisdictions. To explain these findings, we propose a bounded rationality model of organizational decision-making.
Bibliographical noteFunding Information:
This work was supported by the National Research Foundation of Korea [NRF-2017S1A3A2067636].
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All Science Journal Classification (ASJC) codes
- Public Administration