MANAGERIAL STRATEGIES IN LOCAL GOVERNMENT

Authors


  • The author would like to acknowledge the sometimes unwitting assistance of J. D. Stewart, K. Walsh and M. Javidan.

Abstract

The organizational arrangements of local authorities are known to vary. Explanations of the variation observed have usually been set within the contingency theory perspective. The present paper utilizes a different approach, examining how far structural variations are a consequence of differences in strategic style. The concept of strategic style is discussed and applied to data from English local authorities. Results indicate that strategic style does influence local authority structural arrangements.

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