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Putting the resource-based view of strategy and distinctive competencies to work in public organizations

Bryson, J. and Ackermann, F. and Eden, C. (2007) Putting the resource-based view of strategy and distinctive competencies to work in public organizations. Public Administration Review, 67 (4). pp. 702-717. ISSN 0033-3352

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Abstract

A key to the success of public organizations is their ability to identify and build capacity, particularly their distinctive competencies, in order to produce the greatest value for key stakeholders. This article grounds this proposition in the resource-based view of organizations and presents a method for identifying and making use of distinctive competencies in the form of a "livelihood scheme"-a business model appropriate for the public sector-that links distinctive competencies to organizational aspirations and goals. The case of a major public sector training and consultancy unit that is part of the United Kingdom's National Health Service is used as illustration. A number of conclusions are offered in the form of a set of propositions tied to the resource-based view and related research issues. The results contribute to both public strategic management theory and practice.

Item type: Article
ID code: 9485
Keywords: strategy, distinctive competencies, public organizations, Management. Industrial Management, Public Administration, Sociology and Political Science, Marketing
Subjects: Social Sciences > Industries. Land use. Labor > Management. Industrial Management
Department: Strathclyde Business School > Management Science
Strathclyde Business School > Strategy and Organisation
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Depositing user: Strathprints Administrator
Date Deposited: 16 Mar 2010 10:43
Last modified: 04 Sep 2014 21:15
URI: http://strathprints.strath.ac.uk/id/eprint/9485

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