Managing from the inside out:drawing on 'receptivity' to explain variation in strategy implementation

Butler, Michael J.R. (2003). Managing from the inside out:drawing on 'receptivity' to explain variation in strategy implementation. British Journal of Management, 14 (S1), S47-S60.

Abstract

With the rise of 'New Public Management' (NPM), government policy has encouraged public-sector organizations to downsize and outsource their services. There is, however, local variation in the use of outsourcing - this is 'managing from the inside out'. This paper draws on the notion of receptivity for organizational change to explain variation in strategy implementation. Four receptivity factors are identified which seem to explain the success of two contrasting English local government outsourcing strategies: ideological vision, leading change, institutional politics and implementation capacity. The organization level of change is interconnected with two other levels of change (the public service and environment levels) to illustrate the dynamic nature of change.

Publication DOI: https://doi.org/10.1111/j.1467-8551.2003.00392.x
Divisions: Aston Business School > Work & organisational psychology
Aston Business School > Work & organisational psychology research group
Aston Business School
Uncontrolled Keywords: New Public Management,government policy,public-sector organizations,downsize,outsource,services,English local government,outsourcing strategies,ideological vision,leading change,institutional politics,implementation capacity,Management of Technology and Innovation,Strategy and Management,Business, Management and Accounting(all)
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Related URLs: http://www.scop ... tnerID=8YFLogxK (Scopus URL)
Published Date: 2003-12
Authors: Butler, Michael J.R. ( 0000-0002-0061-9538)

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