An Exploratory Study of Mayoral Transition Work
通过调查15位美国新当选市长的实际时间使用和访谈，发现市长在交接期低估了短期政策工作和市政厅现场办公的需求，高估了战略工作和社区参与的时间，并将交接工作视为对个人、关系和组织资源的战略投资。
ABSTRACT A new mayor's transition period is widely regarded as important to their overall success, yet mayoral transitions have received little research attention. This exploratory, mixed‐method study of 15 newly elected U.S. mayors combines primary survey data of time use with two waves of mayoral interviews to illuminate the nature and purposes of mayoral activities during the transition period. Analyses of the survey data suggest that mayors' activities vary significantly and are associated with a range of city and mayor characteristics. Comparison of these data with mayors' ex ante forecast time use finds that mayors‐elect underestimate demands for certain types of mayoral work during their first 100 days, such as short‐term policy work and being physically present in city hall, while overestimating the time they will spend on strategic work and community presence. Drawing on interview data, the paper conceptualizes mayoral transition work as a strategic investment in personal, relational, and organizational resources.