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  • Author or Editor: Cullen C. Merritt x
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Cullen C. Merritt and Morgan D. Farnworth

Public administration scholars have long explored the question “what makes an organization public?” Research suggests that organizational publicness is not merely a theoretical instrument for classifying the degree to which an organization is public; it also presents implications for public management, specifically “managing publicness.” Scholars have yet to consider the effect of professional and cultural socialization on the practice of managing publicness. This chapter theorizes on the association between manager tenure, gender, and race and approaches to managing publicness. Professional and cultural socialization resulting from tenure, gender, and race may shape the management tools as well as the organizational structures and activities managers identify, value, and ultimately employ when designing their organizations to achieve public outcomes. This study has implications for public management, human resources management, and leadership development.