Strategic Responsiveness and the Minority Public Manager

Research output: Contribution to journalArticle

Abstract

Representation of minority groups has become an increasingly vital feature of the public sector as a result of current population trends. The purpose of this article is to shed new light on the effect of public organizations on minority communities by addressing the following question: are minority public managers strategic in their responses to minority consumers of public services and the multiple dimensions of their organization's performance? Building upon current perspectives on representation and diversity, this article contributes to existing research by introducing a theory of strategic responsiveness. This theory addresses an important deficiency in existing studies by providing an account of how minority managers in local organizations respond to multiple performance disparities when they seek to maximize the performance of their organizations and the quality of service delivery to underrepresented communities. The findings suggest that when faced with multiple performance pressures, minority managers channel their representation through the area of performance that is linked to their organization's most salient performance objective. These findings have implications for our understanding of the relationship between diversity in public management and organizations' responsiveness to minority communities.

Original languageEnglish (US)
Pages (from-to)790-814
Number of pages25
JournalPublic Performance and Management Review
Volume41
Issue number4
DOIs
StatePublished - Oct 2 2018

Fingerprint

minority
manager
performance
community
public management
Responsiveness
Managers
Minorities
public service
public sector
trend
Group
Public organizations

Keywords

  • diversity
  • management
  • performance
  • race
  • representative bureaucracy

ASJC Scopus subject areas

  • Public Administration
  • Strategy and Management

Cite this

Strategic Responsiveness and the Minority Public Manager. / Molina, Angel.

In: Public Performance and Management Review, Vol. 41, No. 4, 02.10.2018, p. 790-814.

Research output: Contribution to journalArticle

@article{69fcff7723f9405caddb9a236bbb128c,
title = "Strategic Responsiveness and the Minority Public Manager",
abstract = "Representation of minority groups has become an increasingly vital feature of the public sector as a result of current population trends. The purpose of this article is to shed new light on the effect of public organizations on minority communities by addressing the following question: are minority public managers strategic in their responses to minority consumers of public services and the multiple dimensions of their organization's performance? Building upon current perspectives on representation and diversity, this article contributes to existing research by introducing a theory of strategic responsiveness. This theory addresses an important deficiency in existing studies by providing an account of how minority managers in local organizations respond to multiple performance disparities when they seek to maximize the performance of their organizations and the quality of service delivery to underrepresented communities. The findings suggest that when faced with multiple performance pressures, minority managers channel their representation through the area of performance that is linked to their organization's most salient performance objective. These findings have implications for our understanding of the relationship between diversity in public management and organizations' responsiveness to minority communities.",
keywords = "diversity, management, performance, race, representative bureaucracy",
author = "Angel Molina",
year = "2018",
month = "10",
day = "2",
doi = "10.1080/15309576.2018.1502738",
language = "English (US)",
volume = "41",
pages = "790--814",
journal = "Public Performance & Management Review",
issn = "1530-9576",
publisher = "SAGE Publications Inc.",
number = "4",

}

TY - JOUR

T1 - Strategic Responsiveness and the Minority Public Manager

AU - Molina, Angel

PY - 2018/10/2

Y1 - 2018/10/2

N2 - Representation of minority groups has become an increasingly vital feature of the public sector as a result of current population trends. The purpose of this article is to shed new light on the effect of public organizations on minority communities by addressing the following question: are minority public managers strategic in their responses to minority consumers of public services and the multiple dimensions of their organization's performance? Building upon current perspectives on representation and diversity, this article contributes to existing research by introducing a theory of strategic responsiveness. This theory addresses an important deficiency in existing studies by providing an account of how minority managers in local organizations respond to multiple performance disparities when they seek to maximize the performance of their organizations and the quality of service delivery to underrepresented communities. The findings suggest that when faced with multiple performance pressures, minority managers channel their representation through the area of performance that is linked to their organization's most salient performance objective. These findings have implications for our understanding of the relationship between diversity in public management and organizations' responsiveness to minority communities.

AB - Representation of minority groups has become an increasingly vital feature of the public sector as a result of current population trends. The purpose of this article is to shed new light on the effect of public organizations on minority communities by addressing the following question: are minority public managers strategic in their responses to minority consumers of public services and the multiple dimensions of their organization's performance? Building upon current perspectives on representation and diversity, this article contributes to existing research by introducing a theory of strategic responsiveness. This theory addresses an important deficiency in existing studies by providing an account of how minority managers in local organizations respond to multiple performance disparities when they seek to maximize the performance of their organizations and the quality of service delivery to underrepresented communities. The findings suggest that when faced with multiple performance pressures, minority managers channel their representation through the area of performance that is linked to their organization's most salient performance objective. These findings have implications for our understanding of the relationship between diversity in public management and organizations' responsiveness to minority communities.

KW - diversity

KW - management

KW - performance

KW - race

KW - representative bureaucracy

UR - http://www.scopus.com/inward/record.url?scp=85057300312&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=85057300312&partnerID=8YFLogxK

U2 - 10.1080/15309576.2018.1502738

DO - 10.1080/15309576.2018.1502738

M3 - Article

VL - 41

SP - 790

EP - 814

JO - Public Performance & Management Review

JF - Public Performance & Management Review

SN - 1530-9576

IS - 4

ER -