The Experts below are selected from a list of 101631 Experts worldwide ranked by ideXlab platform
Richard M Walker - One of the best experts on this subject based on the ideXlab platform.
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Organizational Strategy external regulation and public service performance
Public Administration, 2008Co-Authors: Rhys William Andrews, George Alexander Boyne, Richard M WalkerAbstract:We test the separate and joint effects of Strategy and regulation on public service performance. Strategy is measured as the extent to which service providers are prospectors, defenders and reactors. Regulation is assessed on the basis of the number of inspection events and service managers’ perceptions of the supportiveness of regulators. We find that, controlling for prior performance and the level of service expenditure, prospecting is a more successful Strategy than defending or reacting. In addition, inspection events generally disrupt the relationship between Strategy and performance, but regulation that is supportive reinforces this relationship. The evidence suggests that the impact of Organizational strategies in the public sector is contingent on the characteristics of regulatory regimes.
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Centralization, Organizational Strategy, and Public Service Performance
Journal of Public Administration Research and Theory, 2007Co-Authors: Rhys William Andrews, George Alexander Boyne, Jennifer Law, Richard M WalkerAbstract: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.
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representative bureaucracy Organizational Strategy and public service performance an empirical analysis of english local government
Journal of Public Administration Research and Theory, 2005Co-Authors: Rhys William Andrews, George Alexander Boyne, Kenneth J Meier, Laurence J Otoole, Richard M WalkerAbstract:The theory of representative bureaucracy suggests that organizations perform better if their workforces reflect the characteristics of their constituent populations. The management literature implies that the impact of representative bureaucracy is contingent on Organizational Strategy. Our empirical evidence on English local government is inconsistent with the basic theory of representative bureaucracy but supports a moderating effect of Organizational Strategy. Representative bureaucracy is negatively associated with citizens' perceptions of local authority performance. However, organizations pursuing a prospector Strategy are able to mitigate this negative relationship.
Rhys William Andrews - One of the best experts on this subject based on the ideXlab platform.
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Organizational Strategy external regulation and public service performance
Public Administration, 2008Co-Authors: Rhys William Andrews, George Alexander Boyne, Richard M WalkerAbstract:We test the separate and joint effects of Strategy and regulation on public service performance. Strategy is measured as the extent to which service providers are prospectors, defenders and reactors. Regulation is assessed on the basis of the number of inspection events and service managers’ perceptions of the supportiveness of regulators. We find that, controlling for prior performance and the level of service expenditure, prospecting is a more successful Strategy than defending or reacting. In addition, inspection events generally disrupt the relationship between Strategy and performance, but regulation that is supportive reinforces this relationship. The evidence suggests that the impact of Organizational strategies in the public sector is contingent on the characteristics of regulatory regimes.
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Centralization, Organizational Strategy, and Public Service Performance
Journal of Public Administration Research and Theory, 2007Co-Authors: Rhys William Andrews, George Alexander Boyne, Jennifer Law, Richard M WalkerAbstract: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.
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representative bureaucracy Organizational Strategy and public service performance an empirical analysis of english local government
Journal of Public Administration Research and Theory, 2005Co-Authors: Rhys William Andrews, George Alexander Boyne, Kenneth J Meier, Laurence J Otoole, Richard M WalkerAbstract:The theory of representative bureaucracy suggests that organizations perform better if their workforces reflect the characteristics of their constituent populations. The management literature implies that the impact of representative bureaucracy is contingent on Organizational Strategy. Our empirical evidence on English local government is inconsistent with the basic theory of representative bureaucracy but supports a moderating effect of Organizational Strategy. Representative bureaucracy is negatively associated with citizens' perceptions of local authority performance. However, organizations pursuing a prospector Strategy are able to mitigate this negative relationship.
George Alexander Boyne - One of the best experts on this subject based on the ideXlab platform.
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Organizational Strategy external regulation and public service performance
Public Administration, 2008Co-Authors: Rhys William Andrews, George Alexander Boyne, Richard M WalkerAbstract:We test the separate and joint effects of Strategy and regulation on public service performance. Strategy is measured as the extent to which service providers are prospectors, defenders and reactors. Regulation is assessed on the basis of the number of inspection events and service managers’ perceptions of the supportiveness of regulators. We find that, controlling for prior performance and the level of service expenditure, prospecting is a more successful Strategy than defending or reacting. In addition, inspection events generally disrupt the relationship between Strategy and performance, but regulation that is supportive reinforces this relationship. The evidence suggests that the impact of Organizational strategies in the public sector is contingent on the characteristics of regulatory regimes.
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Centralization, Organizational Strategy, and Public Service Performance
Journal of Public Administration Research and Theory, 2007Co-Authors: Rhys William Andrews, George Alexander Boyne, Jennifer Law, Richard M WalkerAbstract: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.
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representative bureaucracy Organizational Strategy and public service performance an empirical analysis of english local government
Journal of Public Administration Research and Theory, 2005Co-Authors: Rhys William Andrews, George Alexander Boyne, Kenneth J Meier, Laurence J Otoole, Richard M WalkerAbstract:The theory of representative bureaucracy suggests that organizations perform better if their workforces reflect the characteristics of their constituent populations. The management literature implies that the impact of representative bureaucracy is contingent on Organizational Strategy. Our empirical evidence on English local government is inconsistent with the basic theory of representative bureaucracy but supports a moderating effect of Organizational Strategy. Representative bureaucracy is negatively associated with citizens' perceptions of local authority performance. However, organizations pursuing a prospector Strategy are able to mitigate this negative relationship.
Bertrand Quélin - One of the best experts on this subject based on the ideXlab platform.
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Creating and Capturing Value in Public-Private Ties: A Private Actor's Perspective
Academy of Management Review, 2012Co-Authors: Ilze Kivleniece, Bertrand QuélinAbstract:Intersecting the boundaries of public and private economic activity, public-private ties carry important Organizational Strategy, management, and policy implications. We identify the value creation and capture mechanisms embedded in these ties through a theoretical framework of two conceptual public-private structural alternatives, each associated with different value-creating capacities, rationales, and outcomes. Two important restraints on private value capture--public partner opportunism and external stakeholder activism--arise asymmetrically under each form, carrying a critical effect on partnership outcomes.
Imran Ali - One of the best experts on this subject based on the ideXlab platform.
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project governance benefit management and project success towards a framework for supporting Organizational Strategy implementation
International Journal of Project Management, 2017Co-Authors: Ata Ul Musawir, C Serra, Ofer Zwikael, Imran AliAbstract:Abstract There is growing pressure on project managers to demonstrate the value of their projects to the funding organization. However, most projects lack a robust process for realizing such strategic value. While the literature recognizes the importance of project governance for enabling benefits realization, this research area lacks empirical evidence. Accordingly, this paper analyzes the relationships between effective project governance, benefit management, and project success. A scale for evaluating effective project governance was developed and validated based on feedback from 21 project governance experts. Subsequently, an international survey of 333 projects was used to test proposed relationships. The results indicate effective project governance improves project success both directly and through an enhanced benefit management process. Additionally, the most effective project governance and benefit management practices for improving project success are identified, such as the development and monitoring of a high quality project business case. The resulting model sets the foundations for a theory that explains how effective project governance enhances project success and enables the realization of strategic objectives through projects.