How Leaders of Arm's Length Agencies Respond to External Threats: A Strategic-Performative Analysis
Author(s)
Howard, Cosmo
Griffith University Author(s)
Year published
2021
Metadata
Show full item recordAbstract
Researchers have recently shown increasing interest in how leaders of agencies respond to external threats. This article extends Katharine Dommett and Chris Skelcher’s strategic-relational analysis of agency leaders’ responses to exogenous threats. It focuses on the role of dramatic performances and impression management in agencies’ strategic responses. Interviews with senior officials in statistical agencies in Britain and Canada were used to assess the strategic-performative model. Agencies are better able to defend their functions and autonomy when they undertake effective dramatic performances to shape external stakeholders’ ...
View more >Researchers have recently shown increasing interest in how leaders of agencies respond to external threats. This article extends Katharine Dommett and Chris Skelcher’s strategic-relational analysis of agency leaders’ responses to exogenous threats. It focuses on the role of dramatic performances and impression management in agencies’ strategic responses. Interviews with senior officials in statistical agencies in Britain and Canada were used to assess the strategic-performative model. Agencies are better able to defend their functions and autonomy when they undertake effective dramatic performances to shape external stakeholders’ impressions. These findings further our understanding of the mechanisms that influence the legitimacy and autonomy of public agencies.
View less >
View more >Researchers have recently shown increasing interest in how leaders of agencies respond to external threats. This article extends Katharine Dommett and Chris Skelcher’s strategic-relational analysis of agency leaders’ responses to exogenous threats. It focuses on the role of dramatic performances and impression management in agencies’ strategic responses. Interviews with senior officials in statistical agencies in Britain and Canada were used to assess the strategic-performative model. Agencies are better able to defend their functions and autonomy when they undertake effective dramatic performances to shape external stakeholders’ impressions. These findings further our understanding of the mechanisms that influence the legitimacy and autonomy of public agencies.
View less >
Journal Title
Administration & Society
Note
This publication has been entered in Griffith Research Online as an advanced online version.
Subject
Policy and administration
Political science
Social Sciences
Public Administration
termination
leadership
political control