Managing from the inside out: drawing on 'receptivity' to explain variation in strategy implementation
Allbwn ymchwil: Cyfraniad at gyfnodolyn › Erthygl › adolygiad gan gymheiriaid
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Yn: British Journal of Management, Cyfrol 14, Rhif S1, 01.12.2003, t. S47-S60.
Allbwn ymchwil: Cyfraniad at gyfnodolyn › Erthygl › adolygiad gan gymheiriaid
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TY - JOUR
T1 - Managing from the inside out: drawing on 'receptivity' to explain variation in strategy implementation
AU - Butler, Michael J.R.
PY - 2003/12/1
Y1 - 2003/12/1
N2 - With the rise of 'New Public Management' (NPM), government policy has encouraged public-sector organizations to downsize and outsource their services. There is, however, local variation in the use of outsourcing - this is 'managing from the inside out'. This paper draws on the notion of receptivity for organizational change to explain variation in strategy implementation. Four receptivity factors are identified which seem to explain the success of two contrasting English local government outsourcing strategies: ideological vision, leading change, institutional politics and implementation capacity. The organization level of change is interconnected with two other levels of change (the public service and environment levels) to illustrate the dynamic nature of change.
AB - With the rise of 'New Public Management' (NPM), government policy has encouraged public-sector organizations to downsize and outsource their services. There is, however, local variation in the use of outsourcing - this is 'managing from the inside out'. This paper draws on the notion of receptivity for organizational change to explain variation in strategy implementation. Four receptivity factors are identified which seem to explain the success of two contrasting English local government outsourcing strategies: ideological vision, leading change, institutional politics and implementation capacity. The organization level of change is interconnected with two other levels of change (the public service and environment levels) to illustrate the dynamic nature of change.
KW - New Public Management
KW - government policy
KW - public-sector organizations
KW - downsize
KW - outsource
KW - services
KW - English local government
KW - outsourcing strategies
KW - ideological vision
KW - leading change
KW - institutional politics
KW - implementation capacity
U2 - 10.1111/j.1467-8551.2003.00392.x
DO - 10.1111/j.1467-8551.2003.00392.x
M3 - Article
VL - 14
SP - S47-S60
JO - British Journal of Management
JF - British Journal of Management
SN - 1045-3172
IS - S1
ER -