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ABSTRACT
Many European municipalities rely on municipally owned corporations (MOCs) to serve the public interest. Some MOCs, e.g. utilities or hospitals, are also aimed at generating financial revenue, others provide funded services like public transportation. Our article explores local governments’ approaches to the managerial control of influential MOCs. To conceptualize control, we distinguish control mechanisms (e.g. output control), correlates (e.g. policy-profession conflict), and perceived managerial autonomy. Drawing on a sample of 243 MOC top managers in Germany, structural equation modelling reveals four complex relationships between output control, process control, supervisor trust, and policy-profession conflict as antecedents of perceived managerial autonomy.
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No potential conflict of interest was reported by the authors.
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Notes on contributors
Tobias Krause
Tobias Krause is a research associate at the Chair of Public and Nonprofit Management in Potsdam. His research focusses on municipally owned corporations, motivation, and inter-organizational control.
Sandra Van Thiel
Sandra van Thiel is a professor of Public Management at Radboud University, Nijmegen, The Netherlands. From 2006 to 2012, she was Associate Professor Public Administration, Erasmus University, Rotterdam, and she has been a guest lecturer at Vaasa University, Finland and the Catholic University at Leuven, Belgium. She has published, edited, and lectured extensively on Public Management and Public Administration.