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Centralization, organizational strategy, and public service performance

Andrews, Rhys William, Boyne, George Alexander, Law, Jennifer and Walker, Richard M. 2009. Centralization, organizational strategy, and public service performance. Journal of Public Administration Research and Theory 19 (1) , pp. 57-80. 10.1093/jopart/mum039

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Abstract

We test the separate and joint effects of centralization and organizational strategy on the performance of 53 UK public service organizations. Centralization is measured as both the hierarchy of authority and the degree of participation in decision making, whereas strategy is measured as the extent to which service providers are prospectors, defenders, and reactors. We find that centralization has no independent effect on service performance, even when controlling for prior performance, service expenditure, and external constraints. However, the impact of centralization is contingent on the strategic orientation of organizations. Centralized decision making works best in conjunction with defending, and decentralized decision making works best in organizations that emphasize prospecting.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Geography and Planning (CPLAN)
Subjects: H Social Sciences > H Social Sciences (General)
H Social Sciences > HD Industries. Land use. Labor
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
J Political Science > JA Political science (General)
J Political Science > JN Political institutions (Europe) > JN101 Great Britain
J Political Science > JS Local government Municipal government
Publisher: Oxford University Press
ISSN: 1053-1858
Last Modified: 04 Jun 2017 03:31
URI: http://orca-mwe.cf.ac.uk/id/eprint/22401

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