Strategy Content and Organizational Performance: An Empirical Analysis
Strategy Content and Organizational Performance: An Empirical Analysis
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战略内容和组织绩效：实证分析
DOI：
10.1111/j.1540-6210.2006.00555.x
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发表时间：
2006
影响因子：
8.3
通讯作者：
R. Walker
中科院分区：
文献类型：
--
作者：
R. Andrews;G. Boyne;R. Walker
本研究提出了第一个实证检验的命题，战略内容是一个关键的决定因素，在公共部门的组织绩效。战略内容包括两个维度：战略立场（组织是勘探者、防御者或反应者的程度）和战略行动（相对强调市场、服务、收入、外部关系和内部特征的变化）。数据来自对119个英国地方当局的多信息调查。战略内容的措施包括在一个多变量模型的interauthority的变化，在性能。统计结果表明，战略内容很重要。组织绩效与探矿者立场正相关，与反应堆立场负相关。此外，为其服务寻找新市场的地方当局更有可能取得良好业绩。这些结果表明，战略内容的措施，必须包括在有效的理论和实证模型的组织绩效在公共部门。
This study presents the first empirical test of the proposition that strategy content is a key determinant of organizational performance in the public sector. Strategy content comprises two dimensions: strategic stance (the extent to which an organization is a prospector, defender, or reactor) and strategic actions (the relative emphasis on changes in markets, services, revenues, external relationships, and internal characteristics). Data were drawn from a multiple-informant survey of 119 English local authorities. Measures of strategy content are included in a multivariate model of interauthority variations in performance. The statistical results show that strategy content matters. Organizational performance is positively associated with a prospector stance and negatively with a reactor stance. Furthermore, local authorities that seek new markets for their services are more likely to perform well. These results suggest that measures of strategy content must be included in valid theoretical and empirical models of organizational performance in the public sector.