Centralization, Organizational Strategy, and Public Service Performance

Andrews, Rhys; Boyne, George Alexander; Law, Jennifer; Walker, Richard M.

doi:10.1093/jopart/mum039

Cited by 155 publications

(158 citation statements)

References 57 publications

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“…Another major reservation in relation to our study is that formerly applied constructs such as the Miles and Snow constructs from the public management literature (R. Andrews et al, 2008Andrews et al, , 2009aAndrews et al, , 2009b) are difficult to apply in a school setting. This is due to the fact that it is difficult to distinguish between prospectors and defenders in the application of these constructs in the schools.…”

Section: Discussionmentioning

confidence: 99%

Application of Strategic Management Tools After an NPM-Inspired Reform

Hansen

2011

Administration & Society

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Strategic management is said to become increasingly relevant in public organizations due to new public management (NPM) changes. However, there is a lack of studies investigating how public organizations actually apply strategic management tools which is an important aspect of strategy as practice. This article investigates which strategic management tools are applied and whether changes take place in the application of different types of tools after an NPM-inspired reform. In addition, explanations are sought for the application of different types of tools. This is investigated in Danish upper secondary schools where a reform made the schools self-governed and taximeter financed.

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Section: Discussionmentioning

confidence: 99%

Application of Strategic Management Tools After an NPM-Inspired Reform

Hansen

2011

Administration & Society

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“…Non-routine tasks within complex environments are also performed more effectively, as the managers can adapt rapidly due to the low degree of control and formality in the procedures (Andrews et al, 2009). DCS, for example, recently received the 2016 national subscription project, which is of high priority, as it raises a lot of money for the beneficiaries.…”

Section: Organising Hybrid Organisations: Decentralisation Ideologicmentioning

confidence: 99%

Symbiosis across institutional logics in a social enterprise

Maibom

Smith

2016

SEJ

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Purpose Non-profit organisations are moving from being permeated with social institutional logics to becoming increasingly influenced by market logics. These organisations thereby have to cope with multiple, often conflicting, logics. The existing literature on hybrid organisations has investigated the consequences of multiple logics, focussing in particular on the conflicts and power struggles between the agents of different logics. This paper aims to examine a social enterprise (SE), which in recent years has experienced a shift towards market logics while being firmly grounded in a non-profit social logic. Design/methodology/approach This paper is a qualitative, single-case case study of a SE based on interviews and observations. Findings The paper investigates how this hybrid organisation experienced and responded to an organisational environment marked by multiple institutional logics. Unlike the subjects of many previous studies, the organisation managed to accommodate and assemble the logics in an unproblematic symbiosis. A strong ideological congruence across institutional logics appears to play the main role in spanning the boundaries between institutional logics. Furthermore, organisational structures advocating decentralisation, autonomy and transparency appear to be important facilitators of the integration of diverse logics. Originality/value This paper contributes to the literature on hybrid organisations and SEs and aids practitioners in such organisations. It suggests that organisational decentralisation, autonomy and transparency facilitate the integration of multiple logics – especially if ideological congruence exists between the actors of different institutional logics. The findings indicate that ideological congruence enhances tolerance towards different approaches and increases the willingness to integrate diverse logics.

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“…Empirically, there is some evidence that increased managerial decision-making capacity stimulates organizational performance in the public sector, but studies are far from univocal in their findings (for reviews related to agency autonomy, see Laegreid & Verhoest, 2010;Verhoest et al, 2004; for reviews related to decision-making decentralization, see Andrews, Boyne, Law, & Walker, 2007;Boyne & Walker, 2005;Moynihan & Pandey, 2005). Organizational autonomy appears, indeed, to be positively associated with organizational learning (Moynihan & Landuyt, 2009;Schulz, 2001) and the use of performance management techniques (Moynihan & Pandey, 2010), but its counterpart, "centralization," also appears to have positive effects.…”

Section: Organizational Autonomy With or Without External Results Contmentioning

confidence: 99%