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A long line of private sector research outlines the positive and negative impacts of employee and managerial turnover on organizations. However, public administration scholars often treat turnover as a phenomenon to be avoided and focus more on the antecedents of managerial turnover than on its consequences for public organizations. Within the context of local government, the impact of city manager turnover on organizational outcomes is unclear. This article identifies how city manager turnover influenced local fiscal outcomes during the Great Recession. Analysis of 165 council‐manager municipalities in California, more than one‐third of which experienced turnover during the height of the recession, allows for empirical examination of the impact of turnover during the test period of 2008–11 on local fiscal outcomes in 2011 and 2012, specifically the degree and incidence of budget deficit spending. The results demonstrate that managerial turnover may lead to better fiscal outcomes, conditional on how long the new manager has held the position. This suggests that while cities that hired new managers during the recession did better than those that did not, the earlier in the recession a manager was hired, the better.

Municipalities often use public funds to support private projects in pursuit of economic growth or improved quality of life. How does the framing of municipal subsidies impact public support for such funding? We examine the case of government‐funded minor league baseball stadiums to address this question. Using nationally representative survey data, we find respondents are much more likely to support funding for stadiums when told that baseball will bring jobs and improve the local economy, compared to other frames. Local governments may therefore rely on positive, economic frames to gain public support, despite a lack of evidence that sports stadiums deliver net economic benefits.

Local governments prioritize spending on various types and levels of public services. Although scholars have shown that citizen preferences and institutional factors, such as economic, political, and legal arrangements, play a role in resource allocation, scholars have not systematically examined the impact of local elected officials' own ideological preferences on service prioritization. A better understanding of the impact of personal ideology on local government resource allocation is needed as this provision of funds has implications for democratic governance and responsiveness. We develop and use a novel measure of local elected official ideology using a 2011 survey of California local elected officials to test the hypothesis that local decision-maker ideology affects attitudes on funding-specific service categories. We find evidence that local elected officials' attitudes toward service reductions are associated with both their own individual ideology, measured on the conservative–liberal spectrum, and the ideology of their constituents.

Citizens often attempt to interact with government through online modes of communication such as email and social media. Using an audit study, we examine when and how American municipalities with populations of over 50,000 respond to online requests for information. We develop baselines for municipal responsiveness, including the average rate, time, and quality of responses, and examine whether these response attributes vary based on the mode of communication or the tone of the request. Overall, municipalities responded to 54% of email requests and 38% of Twitter requests. A majority of responses were received on the same business day. Responses are slightly faster on Twitter, but of higher quality on email. Governments are more likely to respond to frustrated constituents on email, but respond faster to frustrated queries on Twitter, though with lower quality responses. These findings contribute to our understanding of local government responsiveness and have significant implications for democratic accountability and resident compliance with and the effectiveness of local government policies. Furthermore, our scholarly understanding of local government communications with residents, and particularly the promise of social media as a tool of two-way communication, may be underdeveloped.

Technological innovations offer opportunities for governments to connect with citizens and improve service provision efficiency and effectiveness, but why do some governments adopt these innovations while others do not? Using a mixed methodological approach, including interviews with city officials and multivariate analysis of a novel data set of municipal e-government service offerings, we examine what factors motivate or impede city officials from innovating. Overall, we find that cities with the council–manager form of government, with larger populations, and with more financial resources adopt more e-government services. Specifically, as total revenue per capita increases, cities are more likely to adopt payment-based services and informational services. Increased spending on central staff is associated with higher rates of adoption of interactive services and social media. The results suggest that council–manager governments are more innovative and that local governments consider both the up-front costs and the need for ongoing staff associated with particular innovations.

AbstractWomen are underrepresented in public sector leadership positions, including municipal management. We examine one explanation that may contribute to gender inequity in the profession—a "glass cliff" phenomenon whereby councils are more likely to hire women as managers during difficult times, increasing the likelihood for women to fail in the position. Using original observational data on municipal managers in Florida, we test whether municipalities are more likely to hire women during times of fiscal stress and whether women are more likely than men to leave the position if municipal finances do not improve. Our results show that increasing budget deficits are associated with municipalities hiring women as managers. Post‐appointment, a lack of improvement in the deficit condition is associated with a higher probability of women, but not men, leaving the position. A glass cliff in municipal management could be one factor that hinders women from advancing within the field.Evidence for PracticeMunicipalities are more likely to hire women as managers when faced with increasing budget deficits.When deficit conditions fail to improve post‐appointment, women have a higher probability than men of leaving the position.The glass cliff may be one barrier to women's advancement in the field of municipal management, as a woman who faces a glass cliff may find it more difficult to reach top leadership positions again due to harm to her professional reputation.Objective evaluation metrics that benchmark the assessment of managers to the organizational condition and trends at the time of hire may be useful for scholars and practitioners alike in mitigating gender biases in municipal personnel decisions.

AbstractIn the absence of partisan ownership of an issue, what factors shape public preferences for federal, state and local policy action? The Zika virus provides a unique context in which to examine this question, as it is a new threat to public health in the United States and lacks clear partisan ownership. We examine (1) which Zika policies do citizens support, (2) at which level(s) of government and (3) what factors explain citizen assignment of policy responsibility to different levels of government? Using nationally representative survey data, we find that the three most popular policy responses to Zika are travel warnings, research funding and public education, with the federal government being the preferred policy actor. In the absence of clear partisan issue ownership, we find that Republicans are significantly more likely to prefer state policy action, while partisanship has no impact on public preferences for federal or local policy action.