Vertical strategic alignment and public service performance

Andrews, Rhys William ORCID: https://orcid.org/0000-0003-1904-9819, Boyne, George Alexander, Meier, Kenneth John ORCID: https://orcid.org/0000-0002-6378-0855, O'Toole, Laurence and Walker, Richard M. 2012. Vertical strategic alignment and public service performance. Public Administration 90 (1) , pp. 77-98. 10.1111/j.1467-9299.2011.01938.x

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Abstract

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.

Item Type:	Article
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > H Social Sciences (General) H Social Sciences > HD Industries. Land use. Labor H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management J Political Science > JF Political institutions (General)
Publisher:	Wiley
ISSN:	0033-3298
Last Modified:	05 Nov 2022 15:04
URI:	https://orca.cardiff.ac.uk/id/eprint/22269

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