01163pab a2200121 454500008004000000100002500040245008000065260000900145300001500154520082800169650001800997773002601015180718b2008   xxu||||| |||| 00| 0 eng d  aAndrews, Rhys et al.  aOrganizational strategy, external regulation and public service performance  c2008  ap.185-203.  aWe 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. - Reproduced.  aCivil service  aPublic Administration