Wakeup call: strategic management, network alarms, and performance

Walker, Richard Mark, Andrews, Rhys William ORCID: https://orcid.org/0000-0003-1904-9819, Boyne, George Alexander, Meier, Kenneth John ORCID: https://orcid.org/0000-0002-6378-0855 and O'Toole, Laurence J. 2010. Wakeup call: strategic management, network alarms, and performance. Public Administration Review 70 (5) , pp. 731-741. 10.1111/j.1540-6210.2010.02201.x

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Abstract

New empirical evidence suggests that service performance is shaped by the strategies adopted by public organizations and the networking behavior of public managers. Strategy captures two central behavioral aspects of public organizations: the way in which objectives and actions are selected (processes), and an organization’s approach to service delivery (content). Networking is similarly concerned with the behavior of public managers as they interact with others. These twin themes are linked in an integrated study that explores the relationship between strategy, networking, and service performance within a sample of English local governments. The results show that strategy processes based on rational planning offer long-run positive effects on public services, as does a strategic proactive stance.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics) Geography and Planning (GEOPL)
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 H Social Sciences > HJ Public Finance 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:	Wiley Blackwell
ISSN:	0033-3352
Last Modified:	05 Nov 2022 15:04
URI:	https://orca.cardiff.ac.uk/id/eprint/22285

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