Public Service Performance: Exploring the Effects of Strategy Configurations Among Ownership Types

Date

2017-05-14

Advisors

Journal Title

Journal ISSN

ISSN

Volume Title

Publisher

Taylor and Francis

Type

Article

Peer reviewed

Yes

Abstract

We focus on ownership as a critical issue for service delivery and examine under which strategy configurations ownership types realize performance. Examining different ownership types that coexist in service delivery (public, nonprofit, and private), we explore how and where different ownership types generate performance returns across customer, business, and social dimensions. Using a configurational approach, we find that ‘fit’ between strategy and ownership type can deliver both social and business performance returns for public providers, customer and social performance advantages for nonprofit providers, but only customer performance gains for private ownership types. Through additional analysis differences in the identity of prioritized stakeholders between ownership types are explored to better explain their performance goals. The influence of local government for public providers versus the prioritization of funders for nonprofit and private providers is the one clear difference between types. Implications for public management theory and practice are identified and discussed.

Description

The file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link.

Keywords

ownership, strategy, configuration analysis, customer performance, business performance, social performance, stakeholders

Citation

Hodgkinson, I.R. and Hughes, P. (2017) Public Service Performance: Exploring the Effects of Strategy Configurations Among Ownership Types. International Public Management Journal.

Rights

Research Institute

Centre for Enterprise and Innovation (CEI)