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Article: Strategic Management and the Performance of Public Organizations: Testing Venerable Ideas again Recent Theories

TitleStrategic Management and the Performance of Public Organizations: Testing Venerable Ideas again Recent Theories
Authors
Issue Date2007
PublisherOxford University Press. The Journal's web site is located at http://jpart.oxfordjournals.org/
Citation
Journal of Public Administration Research and Theory, 2007, v. 17 n. 3, p. 357-377 How to Cite?
AbstractMiles and Snow, among others, argue that strategy content is an important influence on organizational performance. Their typology, applied recently to public organizations in the United Kingdom, divides strategic actors into four general types: prospectors, defenders, analyzers, and reactors. This article begins by integrating work on strategy content or strategic management into the O'Toole-Meier formal theory of public management. This study shows that strategy content is a subset of generally accepted management functions in public organizations. The article then proceeds to test the strategic management concepts in a large, multiyear sample of public organizations. The results show that strategy can be separated out from other elements of management for a distinguishable assessment of its impact on organizational performance. Unlike the predictions of Miles and Snow and the empirical findings of Boyne and Walker, however, we find that the defender strategy is the most effective for the primary mission of the organization and that the prospector and reactor strategies work best in regard to the goals of the more politically powerful elements of the organization's environment. © The Author 2006. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved.
Persistent Identifierhttp://hdl.handle.net/10722/89952
ISSN
2015 Impact Factor: 3.893
2015 SCImago Journal Rankings: 5.400
ISI Accession Number ID

 

DC FieldValueLanguage
dc.contributor.authorMeier, KJen_HK
dc.contributor.authorO’Toole Jr, LJen_HK
dc.contributor.authorBoyne, GAen_HK
dc.contributor.authorWalker, RMen_HK
dc.date.accessioned2010-09-06T10:03:49Z-
dc.date.available2010-09-06T10:03:49Z-
dc.date.issued2007en_HK
dc.identifier.citationJournal of Public Administration Research and Theory, 2007, v. 17 n. 3, p. 357-377en_HK
dc.identifier.issn1053-1858en_HK
dc.identifier.urihttp://hdl.handle.net/10722/89952-
dc.description.abstractMiles and Snow, among others, argue that strategy content is an important influence on organizational performance. Their typology, applied recently to public organizations in the United Kingdom, divides strategic actors into four general types: prospectors, defenders, analyzers, and reactors. This article begins by integrating work on strategy content or strategic management into the O'Toole-Meier formal theory of public management. This study shows that strategy content is a subset of generally accepted management functions in public organizations. The article then proceeds to test the strategic management concepts in a large, multiyear sample of public organizations. The results show that strategy can be separated out from other elements of management for a distinguishable assessment of its impact on organizational performance. Unlike the predictions of Miles and Snow and the empirical findings of Boyne and Walker, however, we find that the defender strategy is the most effective for the primary mission of the organization and that the prospector and reactor strategies work best in regard to the goals of the more politically powerful elements of the organization's environment. © The Author 2006. Published by Oxford University Press on behalf of the Journal of Public Administration Research and Theory, Inc. All rights reserved.-
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.titleStrategic Management and the Performance of Public Organizations: Testing Venerable Ideas again Recent Theoriesen_HK
dc.typeArticleen_HK
dc.identifier.openurlhttp://library.hku.hk:4550/resserv?sid=HKU:IR&issn=1053-1858&volume=17&issue=3&spage=357&epage=377&date=2007&atitle=Strategic+Management+and+the+Performance+of+Public+Organizations:+Testing+Venerable+Ideas+again+Recent+Theoriesen_HK
dc.identifier.emailWalker, RM: rwalker@hkucc.hku.hken_HK
dc.identifier.authorityWalker, RM=rp00876en_HK
dc.identifier.doi10.1093/jopart/mul017-
dc.identifier.hkuros136674en_HK
dc.identifier.isiWOS:000247472300001-

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