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Article: Centralization, organizational strategy, and public service performance

TitleCentralization, organizational strategy, and public service performance
Authors
Issue Date2009
PublisherOxford University Press. The Journal's web site is located at http://jpart.oxfordjournals.org/
Citation
Journal Of Public Administration Research And Theory, 2009, v. 19 n. 1, p. 57-80 How to Cite?
AbstractWe test the separate and joint effects of centralization and organizational strategy on the performance of 53 UK public service organizations. Centralization is measured as both the hierarchy of authority and the degree of participation in decision making, whereas strategy is measured as the extent to which service providers are prospectors, defenders, and reactors. We find that centralization has no independent effect on service performance, even when controlling for prior performance, service expenditure, and external constraints. However, the impact of centralization is contingent on the strategic orientation of organizations. Centralized decision making works best in conjunction with defending, and decentralized decision making works best in organizations that emphasize prospecting.
Persistent Identifierhttp://hdl.handle.net/10722/60934
ISSN
2015 Impact Factor: 3.893
2015 SCImago Journal Rankings: 5.400
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorAndrews, Ren_HK
dc.contributor.authorBoyne, GAen_HK
dc.contributor.authorLaw, Jen_HK
dc.contributor.authorWalker, RMen_HK
dc.date.accessioned2010-05-31T04:22:14Z-
dc.date.available2010-05-31T04:22:14Z-
dc.date.issued2009en_HK
dc.identifier.citationJournal Of Public Administration Research And Theory, 2009, v. 19 n. 1, p. 57-80en_HK
dc.identifier.issn1053-1858en_HK
dc.identifier.urihttp://hdl.handle.net/10722/60934-
dc.description.abstractWe test the separate and joint effects of centralization and organizational strategy on the performance of 53 UK public service organizations. Centralization is measured as both the hierarchy of authority and the degree of participation in decision making, whereas strategy is measured as the extent to which service providers are prospectors, defenders, and reactors. We find that centralization has no independent effect on service performance, even when controlling for prior performance, service expenditure, and external constraints. However, the impact of centralization is contingent on the strategic orientation of organizations. Centralized decision making works best in conjunction with defending, and decentralized decision making works best in organizations that emphasize prospecting.en_HK
dc.languageengen_HK
dc.publisherOxford University Press. The Journal's web site is located at http://jpart.oxfordjournals.org/en_HK
dc.relation.ispartofJournal of Public Administration Research and Theoryen_HK
dc.rightsJournal of Public Administration Research and Theory. Copyright © Oxford University Press.en_HK
dc.rightsCreative Commons: Attribution 3.0 Hong Kong License-
dc.titleCentralization, organizational strategy, and public service performanceen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=1053-1858&volume=19&issue=1&spage=57&epage=80&date=2009&atitle=Centralization,+Organizational+Strategy,+and+Public+Service+Performanceen_HK
dc.identifier.emailWalker, RM: rwalker@hkucc.hku.hken_HK
dc.identifier.authorityWalker, RM=rp00876en_HK
dc.description.naturepostprint-
dc.identifier.doi10.1093/jopart/mum039en_HK
dc.identifier.scopuseid_2-s2.0-57849096213en_HK
dc.identifier.hkuros165801en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-57849096213&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume19en_HK
dc.identifier.issue1en_HK
dc.identifier.spage57en_HK
dc.identifier.epage80en_HK
dc.identifier.isiWOS:000261902600003-
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridAndrews, R=9637387400en_HK
dc.identifier.scopusauthoridBoyne, GA=7004356569en_HK
dc.identifier.scopusauthoridLaw, J=7202548563en_HK
dc.identifier.scopusauthoridWalker, RM=7404929478en_HK
dc.identifier.citeulike2806403-

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