Wakeup call: Strategic management, network alarms, and performance

Richard M. Walker*, Rhys Andrews, George A. Boyne, Kenneth J. Meier, Laurence J. O'Toole

*Corresponding author for this work

    Research output: Contribution to journalArticlepeer-review

    80 Citations (Scopus)


    New empirical evidence suggests that service performance is shaped by the strategies adopted by public organizations and the networking behavior of public managers. Strategy captures two central behavioral aspects of public organizations: the way in which objectives and actions are selected (processes), and an organization's approach to service delivery (content). Networking is similarly concerned with the behavior of public managers as they interact with others. These twin themes are linked in an integrated study that explores the relationship between strategy, networking, and service performance within a sample of English local governments. The results show that strategy processes based on rational planning offer long-run positive effects on public services, as does a strategic proactive stance.

    Original languageEnglish
    Pages (from-to)731-741
    Number of pages11
    JournalPublic Administration Review
    Issue number5
    Publication statusPublished - Sept 2010


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