Effects of the Chief Manager’s Background on Innovation and Performance

Jeong Jisu; SeungHui Han

Studies of chief managers' backgrounds and their influence on innovation and performance at the organizational level are scarce. This study develops hypotheses for the relationship between a manager's background and innovation and performance in public organizations and tries to find the effects from these backgrounds. We argue that the chief manager's background is likely to influence both variables, innovation and performance. We analyzed these effects based on 188 public organizations (excluding central and local government) in South-Korea from the Workplace Panel Survey(WPS) data, collected by the Korea Labor Institute(KLI), during 2005-2011(once every two years). We compared four background types which included politicians, internal organization, external professional (CEO), and public officer. The results suggest that the background characteristic makes a difference to innovation and performance. We find that politicians positively influence innovation more than the other two types (external professionals and public officials); however, they do not reveal high performance more than the other types (internal organization, external professional, and public official). This study has important implications for human resource management in the public sector. Our findings clearly point toward the need for consideration when discussing the nomination issue and it's reformation for the public good. We also discuss several avenues for future research.

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KCI Citation Counts (25)
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REFERENCES (69)
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* 2021년 이후 발행 논문의 참고문헌은 현재 구축 중입니다.

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