STRATEGY CONTENT AND PUBLIC SERVICE PROVIDER PERFORMANCE IN THE UK: AN ALTERNATIVE APPROACH

This article presents an alternative empirical test of the relationship between strategy content and service provider performance. Strategy content, conceptualized as comprising strategic stance and strategic action, has been shown to be a means to improve public service performance. We contribute to this growing body of research by deriving an alternative typology of strategy to better reflect competitive conditions in the public sector, which existing strategy typologies cannot fully explain. By assuming that public service providers must follow strategies best suited to their internal and external conditions for improved performance, we evaluate the significance of ‘fit’ between alternative strategic stances and organizational characteristics. Compromising the delivery of a strategy invariably leads to a misfit between strategy and what the service provider is actually doing. We highlight how to optimize strategic fit, to maximize service provider performance. Conclusions are drawn for public management theory and practice.     

How useful to decision-makers is contingent valuation of the environment?

Contingent valuation, as a method that attempts to estimate monetary values for public goods, excites passionate advocacy or resistance. This article summarizes and examines some of the criticisms of contingent valuation and concludes that its approach is essentially the same as any policy analytic method. It is argued that the language of contingent valuation needs radical reform for it to be readily accessible to practitioners, yet it does offer one escape from the lack of rigour of much of the environmental debate. Whatever the faults of contingent valuation methods, they do involve the public in a dialogue with ‘experts’. Any means that gives voice to the public in an age of public policy-making by managers, consultants, professional politicians, large firms and interest group leaders is at least an antidote to environmental managerialism.     

The Blair Governments, Public Sector Reform and State Strategic Capacity

Two books at the end of the Blair era—by Michael Barber and Julian Le Grand—offer to redeem the ‘third way’. Both authors explore the political case for public sector reform and the means by which it can be accomplished. They explore a similar range of reform models: command and control; quasi‐markets; and devolution and transparency. But the circle between efficiency, client service and continuous improvement must be squared. Neither author considers the ‘learning by doing’ alternative. No less fundamentally, neither author addresses the political and technical challenges in developing strategy. How are issues to be aired in advance so as to expose evidence and perspectives? How are interests to be engaged and supporting coalitions formed? How are these processes to occur without executive commitment? How are unconventional ideas to be aired without being over‐ruled by populist or media sensationalism? These are the practical dilemmas that confounded Blair's efforts. These books invite a strategic conversation that is badly needed. But where in the political system can it be pursued?     

China: The Next Big Crash

Buoyed by its creditor's hold on the United States and its ability to withstand the harsh winds of recession blowing from across the Pacific, China has graduated in its own mind from an emerging economy to a world power. From their confrontation with Google to their renewed repression of dissidents to their dissing of President Obama, China's leaders clearly feel that the time has come for the world to accomodate China, not vice‐versa. Is the West ready for this new reality? Is China's new arrogance well‐founded, or is it going to be the next bubble to burst? As it moves beyond “the primary stage of socialism” is it ready to open up politically? In this section, some top China scholars, one of China's most well‐known dissidents and a former US spy chief discuss these issues.     

Mini‐lateralism Will Get Us Nowhere

The further we get from the crisis moment of the global financial meltdown in 2008–2009, the weaker the momentum to establish an effective system of global governance. Gordon Brown, the former prime minister of Great Britain who hosted the most successful G‐20 conclave in London at the apex of the crisis, laments the complacency that has taken over. With the scandalous departure of Dominique Strauss‐Kahn as head of the International Monetary Fund, a global debate has opened up over whether the emerging economies should have a greater voice in that institution. Nobel laureate Michael Spence comments.