Toward the Self‐Evaluating Organization? An Empirical Test of the Wildavsky Model

Abstract

This article presents the first empirical test of Wildavsky's model of self‐evaluation by public organizations. We elucidate Wildavsky's arguments and identify six variables that have theoretical effects on self‐evaluation. A statistical model that incorporates these variables explains 46 percent of the variation in self‐evaluation. The evidence suggests that self‐evaluation is positively related to leadership support and employee involvement, and negatively related to the number of organizational sub‐units undertaking evaluation at the same time. Refinements to the Wildavsky model are proposed, and conclusions are drawn on the theory and practice of self‐evaluation by public organizations.