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Do strategy and management matter in municipal organisations?

Knutsson, Hans LU ; Ramberg, Ulf LU ; Mattisson, Ola LU and Tagesson, Torbjörn LU (2008) In Financial Accountability & Management 24(3). p.295-319
Abstract
In Sweden, a large share of public services are organised, produced and delivered by municipalities, large and small, rich and poor. Contextual conditions (size and location) and economic conditions (efficiency and wealth) differ considerably among these service-providing organisations. The question raised in this paper is whether a municipality's economic situation is a direct consequence of the contextual situation or the organisation's strategy and management - that is: Do strategy and management matter? Our analysis rests on a resource-based view of organisation strategy. Both quantitative and qualitative observations have been made. First, cost savings data from 50 municipalities were examined for patterns and relationships between... (More)
In Sweden, a large share of public services are organised, produced and delivered by municipalities, large and small, rich and poor. Contextual conditions (size and location) and economic conditions (efficiency and wealth) differ considerably among these service-providing organisations. The question raised in this paper is whether a municipality's economic situation is a direct consequence of the contextual situation or the organisation's strategy and management - that is: Do strategy and management matter? Our analysis rests on a resource-based view of organisation strategy. Both quantitative and qualitative observations have been made. First, cost savings data from 50 municipalities were examined for patterns and relationships between contextual and economic conditions. Second, about 100 representatives - municipal executive board members and leading officials - from 20 municipalities with different characteristics were interviewed. In this paper we outline an analytical framework and propose that sound and sustainable provision of municipal service depends on whether organisational decision-making is in harmony with work methods and objectives. The results indicate that strategy and management do matter. Among the municipalities included in our study, we identify four prevalent basic strategies. Strategy tends to coincide with the economic situation rather than the contextual situation. A low-performing municipality tends to have a predominantly outward orientation in its decision-making, whereas a higher-performing municipality makes decisions with both inward and outward orientation. (Less)
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author
organization
publishing date
type
Contribution to journal
publication status
published
subject
keywords
resource based, Strategy, management, municipal
in
Financial Accountability & Management
volume
24
issue
3
pages
25 pages
publisher
Wiley-Blackwell
ISSN
1468-0408
DOI
10.1111/j.1468-0408.2008.00454.x
language
English
LU publication?
yes
id
33c38592-4f4a-459d-8efa-b48be4a7d6af (old id 1761901)
date added to LUP
2011-01-13 10:34:03
date last changed
2017-01-10 08:10:48
@article{33c38592-4f4a-459d-8efa-b48be4a7d6af,
  abstract     = {In Sweden, a large share of public services are organised, produced and delivered by municipalities, large and small, rich and poor. Contextual conditions (size and location) and economic conditions (efficiency and wealth) differ considerably among these service-providing organisations. The question raised in this paper is whether a municipality's economic situation is a direct consequence of the contextual situation or the organisation's strategy and management - that is: Do strategy and management matter? Our analysis rests on a resource-based view of organisation strategy. Both quantitative and qualitative observations have been made. First, cost savings data from 50 municipalities were examined for patterns and relationships between contextual and economic conditions. Second, about 100 representatives - municipal executive board members and leading officials - from 20 municipalities with different characteristics were interviewed. In this paper we outline an analytical framework and propose that sound and sustainable provision of municipal service depends on whether organisational decision-making is in harmony with work methods and objectives. The results indicate that strategy and management do matter. Among the municipalities included in our study, we identify four prevalent basic strategies. Strategy tends to coincide with the economic situation rather than the contextual situation. A low-performing municipality tends to have a predominantly outward orientation in its decision-making, whereas a higher-performing municipality makes decisions with both inward and outward orientation.},
  author       = {Knutsson, Hans and Ramberg, Ulf and Mattisson, Ola and Tagesson, Torbjörn},
  issn         = {1468-0408},
  keyword      = {resource based,Strategy,management,municipal},
  language     = {eng},
  number       = {3},
  pages        = {295--319},
  publisher    = {Wiley-Blackwell},
  series       = {Financial Accountability & Management},
  title        = {Do strategy and management matter in municipal organisations?},
  url          = {http://dx.doi.org/10.1111/j.1468-0408.2008.00454.x},
  volume       = {24},
  year         = {2008},
}