VERTICAL STRATEGIC ALIGNMENT AND PUBLIC SERVICE PERFORMANCE
Article first published online: 17 JUN 2011
© 2011 The Authors. Public Administration © 2011 Blackwell Publishing Ltd
Volume 90, Issue 1, pages 77–98, March 2012
How to Cite
ANDREWS, R., BOYNE, G. A., MEIER, K. J., O'TOOLE, L. J. and WALKER, R. M. (2012), VERTICAL STRATEGIC ALIGNMENT AND PUBLIC SERVICE PERFORMANCE. Public Administration, 90: 77–98. doi: 10.1111/j.1467-9299.2011.01938.x
- Issue published online: 20 MAR 2012
- Article first published online: 17 JUN 2011
- Date received 6 June 2010. Date accepted 26 October 2010.
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.