Wakeup Call
Strategic Management, Network Alarms, and Performance
Bibliographic Data
| ID | 6364298 |
|---|---|
| Authors | Richard M Walker (0000-0003-1503-1814, University of Hong Kong), Rhys Andrews (0000-0003-1904-9819, Cardiff University), George A Boyne (Cardiff University), Kenneth J Meier (0000-0002-6378-0855, Texas A&M University), Laurence J O’toole |
| Year | 2010 |
| Volume | 70 |
| Issue | 5 |
| Pages | 731-741 |
| Publication date | 2010-08-31 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/j.1540-6210.2010.02201.x |
| OpenAlex | W2037663298 |
| Language | EN |
| Citations received | 37 |
| References cited | 45 |
New empirical evidence suggests that service performance is shaped by the strategies adopted by public organizations and the networking behavior of public managers. Strategy captures two central behavioral aspects of public organizations: the way in which objectives and actions are selected (processes), and an organization’s approach to service delivery (content). Networking is similarly concerned with the behavior of public managers as they interact with others. These twin themes are linked in an integrated study that explores the relationship between strategy, networking, and service performance within a sample of English local governments. The results show that strategy processes based on rational planning offer long‐run positive effects on public services, as does a strategic proactive stance
Business · Empirical evidence · Empirical research · Political science · Process management · Public relations · Public sector · Public service · Public Service Motivation · Sample (material · Service (business · Service delivery framework · Strategic management · Strategic planning · E-Government and Public Services · Marketing · Nonprofit Sector and Volunteering · Public Policy and Administration Research
Managing Social Welfare Policy
Public Management
Strategic planning and performance perceptions of managers and citizens
Does only performance feedback matter in public organizations? Testing the moderating role of directional managerial networking on performance improvement
Strategic management accounting in the public sector context
Networks and Networking
Strategic types, implementation, and capabilities
Strategy Content and Public Service Provider Performance in the Uk
Local Government Management and Performance
What are the Impacts on Community Wellbeing of Social Relations in Conservation Projects
When Claimant Characteristics and Prior Performance Predict Bureaucratic Error
Multidimensional Conflict and Organizational Performance
Minority Public Administrators
Environmental and Organizational Determinants of External Networking
Strategic Styles and Organizational Capability in Crisis Response in Local Government
Mutual Relationship of Strategic Stances and Formulation Methods, and Their Impacts on Performance in Public Local Transit Agencies
Strategic-Decision Quality in Public Organizations
Structure and Network Performance
Does Performance Management Lead to Better Outcomes? Evidence from the U.S. Public Transit Industry
Managing in the Regulatory Thicket
Navigating Government Funding During a Pandemic
Organizational strategic stance and perceived public service performance
Strategic Management and Performance in Public Organizations
Strategic Management and Public Service Performance
Strategic Decision Making and Implementation in Public Organizations in the Gulf Cooperation Council
Managerial Networking in Nonprofit Organizations
Regulating Public Services
Does Strategic Planning Improve Organizational Performance? A Meta‐Analysis
Relative Managerial Networking and Performance
Politics or management? Analysing differences in local implementation performance of the EU Ambient Air Quality directive
Moving in, managing up
Assessing the Effects of Organizational Resources on Public Agency Performance
Meta-Analysis of Collaboration and Performance
When Ties Bind
Public Management, Context, and Performance
Goals, Trust, Participation, and Feedback
Are generic strategies ‘fit for purpose’ in a public service context
Keeping a watchful eye
A Strategy of Decision
Government Performance
Public Service Performance
Formal Organizations
The Challenge of Collaborative Governance
Managing upward, downward and outward
The New Management of British Local Governance
Planning and Stakeholder Satisfaction in Religious Organizations
Public management reform and organizational performance
Trust in Complex Decision-Making Networks
Analyzing and Managing Policy Processes in Complex Networks
Desperately Seeking Selznick
Public Management and Educational Performance
It’s Where You Are That Matters
Planning, Performance And Public Services
External Constraints on Local Service Standards
Contingency Theory and the Organization of local Authorities. Part I
Managerial Strategies and Behavior in Networks
Strategy Content and Organizational Performance
Researching Local Government Using Electronic Surveys
Public Management in Intergovernmental Networks
Strategy Content and Public Service Organizations
Strategic Management and the Performance of Public Organizations
Congressional Oversight Overlooked
Treating Networks Seriously
Organizational Interdependence and Intra-Organizational Structure
A Strategy of Decision
| Citations per year | 2.31 |
|---|---|
| Citation span | 2010 - 2026 (17) |
| Highly cited | No |