The link between government performance and support for incumbents is a key mechanism of accountable government. We model the vote share of incumbent administrations in local government as proportional and nonproportional responses to public service performance. We evaluate the models using a panel data set covering performance and elections from 2001 to 2007 in English local governments where an incumbent party or coalition was up for reelection. We control for the previous vote, whether the incumbent administration is of the national governing party, and local economic conditions. We find evidence for a nonproportional, performance threshold hypothesis, which implies that voters' behavior is affected by clear gradations of performance. Only the difference between low performance and at least mediocre performance matters. There is no reward for high performance. Instead our findings suggest negativity bias in the relationship between performance and electoral support for incumbents.

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Previous research has shown that the duration of a civil war is in part a function of how it ends: in government victory, rebel victory, or negotiated settlement. We present a model of how protagonists in a civil war choose to stop fighting. Hypotheses derived from this theory relate the duration of a civil war to its outcome as well as characteristics of the civil war and the civil war nation. Findings from a competing risk model reveal that the effects of predictors on duration vary according to whether the conflict ended in government victory, rebel victory, or negotiated settlement.Civil war, Conflict resolution, Duration, Competing risks,

A crucial test of whether "management matters" is whether changes in the team at the top of an organization make a difference. Focusing on turnover in the collective senior team rather than successions of individual chief executives, this article argues that the impact of leadership succession is contingent upon prior organizational performance. The evidence on English local government shows that changes in the top management team lead to improvements when initial performance is bad, but result in deterioration when initial performance is good. The results support the view that high-performing organizations should attempt to retain members of their senior management team, whereas low performers should seek to replace them.

Purpose – A growing body of literature points to the importance of public service motivation (PSM) for the performance of public organizations. The purpose of this paper is to assess the method predominantly used for studying this linkage by comparing the findings it yields without and with a correction suggested by Brewer (2006), which removes the common-method bias arising from employee-specific response tendencies. Design/methodology/approach – First, the authors conduct a systematic review of published empirical research on the effects of PSM on performance and show that all studies found have been conducted at the individual level. Performance indicators in all but three studies were obtained by surveying the same employees who were also asked about their PSM. Second, the authors conduct an empirical analysis. Using survey data from 240 organizational units within the Swiss federal government, the paper compares results from an individual-level analysis (comparable to existing research) to two analyses where the data are aggregated to the organizational level, one without and one with the correction for common-method bias suggested by Brewer (2006). Findings – Looking at the Attraction to Policy-Making dimension of PSM, there is an interesting contrast: While this variable is positively correlated with performance in both the individual-level analysis and the aggregated data analysis without the correction for common-method bias, it is not statistically associated with performance in the aggregated data analysis with the correction. Originality/value – The analysis is the first to assess the robustness of the performance-PSM linkage to a correction for common-method bias. The findings place the validity of at least one part of the individual-level linkage between PSM and performance into question.