000			01232pab a2200157 454500
008			180718b2008 xxu||||| |||| 00| 0 eng d
100			_aAndrews, Rhys et al.
245			_aOrganizational strategy, external regulation and public service performance
260			_c2008
300			_ap.185-203.
520			_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.
650			_aCivil service
773			_aPublic Administration
908			_aN
909			_a77887
999			_c77887 _d77887