000			02010naa a2200217uu 4500
001			8061620124310
003			OSt
005			20241227111432.0
008			080616s2007 xx ||||gr |0|| 0 eng d
100	1		_916327 _aMeier, Kenneth J.
245	1	0	_aStrategic management and the performance of public organizations : _btesting venerable ideas against recent theories
260			_aLondon, UK : _bOxford University, _cjuly 2007
520	3		_aMiles and Snow, among others, argue that strategy content is an important influence on organizational performance. Their typology, applied recently to public organizations in the United Kingdom, divides strategic actors into four general types: prospectors, defenders, analyzers, and reactors. This article begins by integrating work on strategy content or strategic management into the O'Toole-Meier formal theory of public management. This study shows that strategy content is a subset of generally accepted management functions in public organizations. The article then proceeds to test the strategic management concepts in a large, multiyear sample of public organizations. The results show that strategy can be separated out from other elements of management for a distinguishable assessment of its impact on organizational performance. Unlike the predictions of Miles and Snow and the empirical findings of Boyne and Walker, however, we find that the defender strategy is the most effective for the primary mission of the organization and that the prospector and reactor strategies work best in regard to the goals of the more politically powerful elements of the organization's environment
700	1		_98018 _aO'Toole Jr., Laurence J.
700	1		_91396 _a Boyne, George A.
700	1		_aWALKER, Richard M _916544
773	0	8	_tJournal of Public Administration Research and Theory - JPART _g17, 3, p. 357-377 _dLondon, UK : Oxford University, july 2007 _xISSN 10531858 _w
942			_cS
998			_a20080616 _b2012^b _cTiago
998			_a20120521 _b1038^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c26746 _d26746
041			_aeng