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Article: Strategy, structure and process in the public sector: A test of the miles and snow model

TitleStrategy, structure and process in the public sector: A test of the miles and snow model
Authors
KeywordsCentralization
Empirical analysis
Management practice
Model test
Organizational framework
Issue Date2009
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: an international quarterly covering public administration throughout the world, 2009, v. 87 n. 4, p. 732-749 How to Cite?
AbstractWe present a comprehensive empirical application of the Miles and Snow (1978) model of organizational strategy, structure and process to the public sector. We refine the model by distinguishing between strategy formulation and implementation, and applying it to 90 public service organizations. Although the empirical evidence shows that organizational strategies fit the Miles and Snow categories of prospector, defender and reactor, the relationship between these strategies and organizational structures (for example, centralization) and processes (for example, planning) is less consistent with their model. Conclusions are drawn for public management theory and practice.
Persistent Identifierhttp://hdl.handle.net/10722/207967
ISSN
2015 Impact Factor: 1.922
2015 SCImago Journal Rankings: 1.460

 

DC FieldValueLanguage
dc.contributor.authorAndrews, R-
dc.contributor.authorBoyne, GA-
dc.contributor.authorLaw, J-
dc.contributor.authorWalker, RM-
dc.date.accessioned2015-01-28T07:13:08Z-
dc.date.available2015-01-28T07:13:08Z-
dc.date.issued2009-
dc.identifier.citationPublic Administration: an international quarterly covering public administration throughout the world, 2009, v. 87 n. 4, p. 732-749-
dc.identifier.issn0033-3298-
dc.identifier.urihttp://hdl.handle.net/10722/207967-
dc.description.abstractWe present a comprehensive empirical application of the Miles and Snow (1978) model of organizational strategy, structure and process to the public sector. We refine the model by distinguishing between strategy formulation and implementation, and applying it to 90 public service organizations. Although the empirical evidence shows that organizational strategies fit the Miles and Snow categories of prospector, defender and reactor, the relationship between these strategies and organizational structures (for example, centralization) and processes (for example, planning) is less consistent with their model. Conclusions are drawn for public management theory and practice.-
dc.languageeng-
dc.publisherWiley-Blackwell Publishing Ltd. The Journal's web site is located at http://www.wiley.com/bw/journal.asp?ref=0033-3298-
dc.relation.ispartofPublic Administration: an international quarterly covering public administration throughout the world-
dc.rightsPreprint This is the pre-peer reviewed version of the following article: [FULL CITE], which has been published in final form at [Link to final article]. Authors are not required to remove preprints posted prior to acceptance of the submitted version. Postprint This is the accepted version of the following article: [full citation], which has been published in final form at [Link to final article].-
dc.subjectCentralization-
dc.subjectEmpirical analysis-
dc.subjectManagement practice-
dc.subjectModel test-
dc.subjectOrganizational framework-
dc.titleStrategy, structure and process in the public sector: A test of the miles and snow modelen_US
dc.typeArticleen_US
dc.identifier.emailWalker, RM: rwalker@hkucc.hku.hk-
dc.identifier.doi10.1111/j.1467-9299.2009.01760.x-
dc.identifier.scopuseid_2-s2.0-77954387754-
dc.identifier.hkuros171088-
dc.identifier.volume87-
dc.identifier.issue4-
dc.identifier.spage732-
dc.identifier.epage749-
dc.publisher.placeUnited Kingdom-

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