Content area
Abstract
The major objective of this study was to examine turnover in the top organizational position from a sociological perspective. Data were collected on 133 Ph.D.-granting universities over a ten year period. Structural variables and resource scarcity variables, as well as changes in each, were examined for their impact on the probability of turnover in this position. Role theory provided the theoretical rationale for the hypothesized relationships. The findings contain very little support for the hypothesized relationships. A significant, positive relationship was found between structural differentiation and the probability of turnover in the position of university president. Furthermore, a significant, positive relationship was found between type of university control (public) and the probability of turnover. In addition to the relationships discussed above, an exploratory analysis of lag structures was also conducted in the current study. Results of this analysis revealed no one best lag model.
