Managerial Perceptions of Privatization: Evidence from a State Department of Transportation
Issue Date
2005Author
DeHart-Davis, Leisha
Kingsley, Gordon
Publisher
State and Local Government Review
Format
114011 bytes
Type
Article
Metadata
Show full item recordAbstract
Mid-level managers have largely been ignored in studies of privatization’s stakeholders, despite their significant role in implementing privatization processes. This paper examines seeks to remedy that gap by examining managerial perceptions of privatization within a state department of transportation. Based on various theories of bureaucratic behavior, we hypothesize that professional identity will correlate with negative privatization perceptions and that stronger contractor-manager relationships and beliefs about privatization’s professional benefits will correlate with favorable perceptions. These hypotheses are tested with mail survey data from mid-level agency managers. Statistical modeling indicates that relationship quality is positively correlated with privatization perceptions; professional identity, when measured as a preference for technical work, is negatively correlated with privatization perceptions; and beliefs in privatization’s benefits do not correlate with privatization perceptions.
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Citation
DeHart-Davis, Leisha, and Gordon Kingsley. 2005. Managerial Perceptions of Privatization: Evidence from a State Department of Transportation. State and Local Government Review 37 (3):228–241.
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