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Organizational Strategy, External Regulation and Public Service Performance

Boyne, George Alexander, Andrews, Rhys William, Law, J. and Walker, R. 2008. Organizational Strategy, External Regulation and Public Service Performance. Public Administration 86 (1) , pp. 185-203. 10.1111/j.1467-9299.2007.00695.x

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Abstract

We test the separate and joint effects of strategy and regulation on public service performance. Strategy is measured as the extent to which service providers are prospectors, defenders and reactors. Regulation is assessed on the basis of the number of inspection events and service managers’ perceptions of the supportiveness of regulators. We find that, controlling for prior performance and the level of service expenditure, prospecting is a more successful strategy than defending or reacting. In addition, inspection events generally disrupt the relationship between strategy and performance, but regulation that is supportive reinforces this relationship. The evidence suggests that the impact of organizational strategies in the public sector is contingent on the characteristics of regulatory regimes.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
H Social Sciences > HJ Public Finance
Uncontrolled Keywords: Inspection, Organizational Strategy, Performance Management, Public Sector Organizations, Regulations, United Kingdom
Publisher: Wiley-Blackwell
ISSN: 0033-3298
Last Modified: 04 Jun 2017 04:29
URI: http://orca-mwe.cf.ac.uk/id/eprint/39914

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Cited 32 times in Scopus. View in Scopus. Powered By Scopus® Data

Cited 17 times in Web of Science. View in Web of Science.

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