Rhys William Andrews

TL;DR: In this paper, the authors present the first empirical test of the proposition that strategy content is a key determinant of organizational performance in the public sector and show that organizational performance is positively associated with a prospector stance and negatively with a reactor stance.

TL;DR: In this paper, the authors present an exploratory quantitative examination of cross-sectoral partnership, using primary and secondary data from 46 UK local government service departments, and find that public-public partnership is positively associated with effectiveness, efficiency, and equity, but that public private partnership is negatively associated with efficiency and equity.

TL;DR: The authors examined the relationship between a range of new public management (NPM) practices and citizens' perceptions of service efficiency, responsiveness, equity and effectiveness in English local governments, and found that public-private relationships have a negative relationship with citizens" perceptions of all four dimensions of local service performance, but an entrepreneurial strategic orientation exhibits a positive association with all four.

TL;DR: In this article, the authors explored the independent and combined effects of organizational social capital and structure on the performance of over 100 organizations between 2002 and 2005, using panel data, and found that cognitive and relational dimensions of social capital are positively related to performance.

TL;DR: In this paper, a statistical model of external constraints on service standards and applying this model to the outcomes of comprehensive performance assessment (CPA) in English local government is presented. And the results show that CPA scores were significantly influenced by the characteristics of local populations.