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ORGANIZATIONAL STRATEGY, EXTERNAL REGULATION AND PUBLIC SERVICE PERFORMANCE

Authors

  • RHYS ANDREWS,

    1. 1 Rhys Andrews is a Research Fellow at the Centre for Local and Central Government Research (CLCGR), University of Cardiff. 2George A. Boyne is Professor of Public Sector Management, Cardiff Business School. 3Jennifer Law is Principal Lecturer in the School of Humanities and Social Sciences, University of Glamorgan. 4Richard M. Walker is Professor in Public Management at Hong Kong University and Cardiff University.
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  • 1 GEORGE A. BOYNE,

    1. 1 Rhys Andrews is a Research Fellow at the Centre for Local and Central Government Research (CLCGR), University of Cardiff. 2George A. Boyne is Professor of Public Sector Management, Cardiff Business School. 3Jennifer Law is Principal Lecturer in the School of Humanities and Social Sciences, University of Glamorgan. 4Richard M. Walker is Professor in Public Management at Hong Kong University and Cardiff University.
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  • 2 JENNIFER LAW,

    1. 1 Rhys Andrews is a Research Fellow at the Centre for Local and Central Government Research (CLCGR), University of Cardiff. 2George A. Boyne is Professor of Public Sector Management, Cardiff Business School. 3Jennifer Law is Principal Lecturer in the School of Humanities and Social Sciences, University of Glamorgan. 4Richard M. Walker is Professor in Public Management at Hong Kong University and Cardiff University.
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  • and 3 RICHARD M. WALKER 4

    1. 1 Rhys Andrews is a Research Fellow at the Centre for Local and Central Government Research (CLCGR), University of Cardiff. 2George A. Boyne is Professor of Public Sector Management, Cardiff Business School. 3Jennifer Law is Principal Lecturer in the School of Humanities and Social Sciences, University of Glamorgan. 4Richard M. Walker is Professor in Public Management at Hong Kong University and Cardiff University.
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Abstract

We 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.

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