VERTICAL STRATEGIC ALIGNMENT AND PUBLIC SERVICE PERFORMANCE

被引：57

作者：

Andrews, Rhys ^{[1
]}

Boyne, George A. ^{[1
]}

Meier, Kenneth J. ^{[2
]}

O'Toole, Laurence J., Jr. ^{[3
]}

Walker, Richard M. ^{[4
]}

机构：

[1] Cardiff Univ, Sch Business, Cardiff, S Glam, Wales

[2] Texas A&M Univ, Dept Polit Sci, College Stn, TX 77843 USA

[3] Univ Georgia, Dept Publ Adm & Policy, Athens, GA 30602 USA

[4] City Univ Hong Kong, Dept Publ & Social Adm, Hong Kong, Hong Kong, Peoples R China

来源：

PUBLIC ADMINISTRATION | 2012年 / 90卷 / 01期

关键词：

ORGANIZATIONAL PERFORMANCE; CONSENSUS; MANAGEMENT; CENTRALIZATION; BUREAUCRACY; COMPETENCES; PRIORITIES; AGENCY; LEVEL;

D O I：

10.1111/j.1467-9299.2011.01938.x

中图分类号：

D0 [政治学、政治理论];

学科分类号：

0302 ; 030201 ;

摘要：

We report the results of a study examining the effects of vertical strategic alignment (that is, the degree to which strategic stances are consistent across different organizational levels) on public service performance. Longitudinal multivariate analysis is undertaken on a panel of public organizations over four years. We find that alignment on a prospecting strategy leads to better performance, but that no such effect is observed for a defending strategy. We also find that high levels of prospecting alignment produce stronger positive performance effects in centralized organizations and when environmental uncertainty is high. The implications of these findings for research and practice are considered in the conclusion.

引用

页码：77 / 98

页数：22

共 95 条

[1] ORGANIZATIONAL INTERDEPENDENCE AND INTRA-ORGANIZATIONAL STRUCTURE [J].