000			01424naa a2200181uu 4500
001			9092215124413
003			OSt
005			20190211165430.0
008			090922s2009 xx ||||gr |0|| 0 eng d
100	1		_aANDREWS, Rhys...[et al] _937685
245	1	0	_aCentralization, Organizational Strategy, and Public Service Performance
260			_bOxford Journals, _cjan.2009
520	3		_aWe test the separate and joint effects of centralization and organizational strategy on the performance of 53 UK public service organizations. Centralization is measured as both the hierarchy of authority and the degree of participation in decision making, whereas strategy is measured as the extent to which service providers are prospectors, defenders, and reactors. We find that centralization has no independent effect on service performance, even when controlling for prior performance, service expenditure, and external constraints. However, the impact of centralization is contingent on the strategic orientation of organizations. Centralized decision making works best in conjunction with defending, and decentralized decision making works best in organizations that emphasize prospecting.
773	0	8	_tJournal of Public Administration Research and Theory _g19, 1, p. 57-80 _dOxford Journals, jan.2009 _xISSN 10531858 _w
942			_cS
998			_a20090922 _b1512^b _cmayze
998			_a20090923 _b1052^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c30060 _d30060
041			_aeng