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Structure, Strategy and Performance

In: Strategic Management and Public Service Performance

Author

Listed:
  • Rhys Andrews

    (Cardiff University)

  • George A. Boyne

    (Cardiff University)

  • Jennifer Law

    (University of Glamorgan)

  • Richard M. Walker

    (City University of Hong Kong)

Abstract

The allocation and distribution of the authority to make decisions is a critical task of organizational design in the public and private sector. Classical theorists of bureaucracy regarded the relative degree to which decision-making is centralized as integral to understanding how managerial choices are conducive to greater organizational efficiency (Gulick and Urwick, 1937; Weber, 1947). Contingency theory suggests that the extent of centralization within an organization should be dependent upon other key characteristics, especially the strategy content of an organization. In this chapter, we conceptualize centralization in organizations; survey the existing quantitative evidence on the centralization-performance relationship in public organizations; and theorize and empirically assess the separate and combined effects of centralization and strategy on public service performance.

Suggested Citation

  • Rhys Andrews & George A. Boyne & Jennifer Law & Richard M. Walker, 2012. "Structure, Strategy and Performance," Palgrave Macmillan Books, in: Strategic Management and Public Service Performance, chapter 6, pages 108-128, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-34943-8_6
    DOI: 10.1057/9780230349438_6
    as

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