Strategic decision-making theories suggest that organizations that combine rational and incremental strategy implementation styles are likely to perform better than those that emphasize a single style. To assess whether these arguments apply to the public sector; we explore the strategy...

<title>Abstract</title> Many scholars and policy-makers contend that social capital and management capacity are associated with better public services. It is also likely that organizations with the capacity to manage effective co-production are better able to realize these benefits. To test these assumptions,...

<title>Abstract</title> This article tests the independent effects of strategy formulation and strategy content on organizational performance. The formulation variables include rational planning, logical instrumentalism and strategy process absence, and the strategy content variables are prospecting, defending...

<title>Abstract</title> Central government in the UK has introduced procedures for assessing and categorizing the performance of public organizations. These procedures assume that performance is attributable to organizational decisions rather than external circumstances. This implies that mismanagement, rather...

<title>Abstract</title> We review ninety-two studies of public service performance, and analyse in detail those that model the impact of management on both administrative and survey measures of performance. Our review indicates that administrative data typically reflect the performance judgements of government...

<title>Abstract</title> In this article we argue that public management scholars share a purpose that goes beyond scientific understanding of managerial and organizational behaviour and outcomes. A widespread, if seldom explicitly articulated, assumption in the field is that public management research can...