Can management strategy minimize the impact of red tape on organizational performance?

Richard M. WALKER, Gene A. BREWER*

*Corresponding author for this work

Research output: Journal PublicationsJournal Article (refereed)peer-review

51 Citations (Scopus)

Abstract

This study investigates the effects of red tape and strategy on organizational performance. Data come from 135 English local government authorities. Data are collected on several dimensions of red tape, three types of strategy (prospecting, defending, and reacting), and internal and external perceptual measures of organizational performance. The findings show that red tape lowers performance. The harmful effects of red tape are, however, mitigated by a strategic stance of prospecting. Defending has no effect on the impact of red tape on organizational performance, whereas reacting tends to amplify the harmful effects-thus worsening organizational performance. The primary implication of these findings is that public organizations should move toward more proactive strategies. © 2009 SAGE Publications.
Original languageEnglish
Pages (from-to)423-448
Number of pages26
JournalAdministration and Society
Volume41
Issue number4
Early online date19 Jun 2009
DOIs
Publication statusPublished - Jul 2009
Externally publishedYes

Keywords

  • English local government
  • Management strategy
  • Organizational performance
  • Red tape

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