Centralization, organizational strategy, and public service performance

Research output: Journal Publications and ReviewsRGC 21 - Publication in refereed journalpeer-review

136 Scopus Citations
View graph of relations

Author(s)

Detail(s)

Original languageEnglish
Pages (from-to)57-80
Journal / PublicationJournal of Public Administration Research and Theory
Volume19
Issue number1
Publication statusPublished - Jan 2009
Externally publishedYes

Abstract

We 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.

Citation Format(s)

Centralization, organizational strategy, and public service performance. / Andrews, Rhys; Boyne, George A.; Law, Jennifer et al.
In: Journal of Public Administration Research and Theory, Vol. 19, No. 1, 01.2009, p. 57-80.

Research output: Journal Publications and ReviewsRGC 21 - Publication in refereed journalpeer-review