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Article: Vertical strategic alignment and public service performance

TitleVertical strategic alignment and public service performance
Authors
Issue Date2012
PublisherWiley-Blackwell Publishing Ltd. The Journal's web site is located at http://www.wiley.com/bw/journal.asp?ref=0033-3298
Citation
Public Administration, 2012, v. 90 n. 1, p. 77-98 How to Cite?
AbstractWe report the results of a study examining the effects of vertical strategic alignment (that is, the degree to which strategic stances are consistent across different organizational levels) on public service performance. Longitudinal multivariate analysis is undertaken on a panel of public organizations over four years. We find that alignment on a prospecting strategy leads to better performance, but that no such effect is observed for a defending strategy. We also find that high levels of prospecting alignment produce stronger positive performance effects in centralized organizations and when environmental uncertainty is high. The implications of these findings for research and practice are considered in the conclusion. © 2011 The Authors. Public Administration © 2011 Blackwell Publishing Ltd.
Persistent Identifierhttp://hdl.handle.net/10722/153249
ISSN
2015 Impact Factor: 1.922
2015 SCImago Journal Rankings: 1.460
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorAndrews, Ren_HK
dc.contributor.authorBoyne, GAen_HK
dc.contributor.authorMeier, KJen_HK
dc.contributor.authorO'Toole, LJen_HK
dc.contributor.authorWalker, RMen_HK
dc.date.accessioned2012-07-16T10:02:02Z-
dc.date.available2012-07-16T10:02:02Z-
dc.date.issued2012en_HK
dc.identifier.citationPublic Administration, 2012, v. 90 n. 1, p. 77-98en_HK
dc.identifier.issn0033-3298en_HK
dc.identifier.urihttp://hdl.handle.net/10722/153249-
dc.description.abstractWe report the results of a study examining the effects of vertical strategic alignment (that is, the degree to which strategic stances are consistent across different organizational levels) on public service performance. Longitudinal multivariate analysis is undertaken on a panel of public organizations over four years. We find that alignment on a prospecting strategy leads to better performance, but that no such effect is observed for a defending strategy. We also find that high levels of prospecting alignment produce stronger positive performance effects in centralized organizations and when environmental uncertainty is high. The implications of these findings for research and practice are considered in the conclusion. © 2011 The Authors. Public Administration © 2011 Blackwell Publishing Ltd.en_HK
dc.languageengen_US
dc.publisherWiley-Blackwell Publishing Ltd. The Journal's web site is located at http://www.wiley.com/bw/journal.asp?ref=0033-3298en_HK
dc.relation.ispartofPublic Administrationen_HK
dc.titleVertical strategic alignment and public service performanceen_HK
dc.typeArticleen_HK
dc.identifier.emailWalker, RM: rwalker@hkucc.hku.hken_HK
dc.identifier.authorityWalker, RM=rp00876en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1111/j.1467-9299.2011.01938.xen_HK
dc.identifier.scopuseid_2-s2.0-84858701517en_HK
dc.identifier.hkuros200600en_US
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-84858701517&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume90en_HK
dc.identifier.issue1en_HK
dc.identifier.spage77en_HK
dc.identifier.epage98en_HK
dc.identifier.isiWOS:000301715600005-
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridAndrews, R=9637387400en_HK
dc.identifier.scopusauthoridBoyne, GA=7004356569en_HK
dc.identifier.scopusauthoridMeier, KJ=7103162457en_HK
dc.identifier.scopusauthoridO'Toole, LJ=7005261192en_HK
dc.identifier.scopusauthoridWalker, RM=7404929478en_HK

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