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Social capital and public service performance: does managerial strategy matter?

Andrews, Rhys William and Brewer, Gene A. 2014. Social capital and public service performance: does managerial strategy matter? Public Performance & Management Review 38 (2) , pp. 187-213. 10.1080/15309576.2015.983821

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Abstract

The social capital of the communities served is a key determinant of public service organization success. Organizational performance may also be shaped by the managerial strategies of their leaders. Can an innovative, outward-looking strategy enhance the relationship between social capital and performance, or will an inward-looking, more focused managerial strategy better realize the benefits of social capital for organizational performance in the public sector? These issues are addressed using primary and secondary data from a large sample of Texas school districts. Statistical analysis confirms that social capital is positively related to performance. The benefits of alternative managerial strategies, however, appear to be contingent upon the organizational goal being pursued. Theoretical and practical implications are discussed.

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
Publisher: M. E. Sharpe
ISSN: 1530-9576
Date of First Compliant Deposit: 30 March 2016
Date of Acceptance: 14 April 2014
Last Modified: 21 Mar 2019 15:21
URI: http://orca.cf.ac.uk/id/eprint/85350

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