Organizational Capability in the Public Sector: A Configurational Approach

2015/03/23 by Rhys Andrews, Malcolm J. Beynon, Aoife M. McDermott · 7 citations
Business, Management and Accounting · Social Sciences · #Management and Organizational Studies #Qualitative Comparative Analysis Research #Regulation and Compliance Studies

paper · pdf · doi:10.1093/jopart/muv005

openalex publication_date 2015/03/23 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/29

Abstract

This article brings together resource-based theory and contingency theory to analyze organizational capability in the public sector. Fuzzy-set qualitative comparative analysis is used to identify configurations of organizational attributes (department size, structural complexity, agencification, personnel instability, use of temporary employees), associated with high and low organizational capability in UK central government departments. Findings identify a single core configuration of organizational attributes associated with high capability departments—low structural complexity and personnel stability. Two core configurations are associated with low capability departments—personnel instability and the combination of structural complexity and departmental agencification. Based on the configurations evident in successful and struggling organizations, discussion illuminates potential organizational design strategies to improve public sector organizational capability.

Citations

• Socialization tactics, proactive behavior, and newcomer learning: Integrating socialization models
• Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research
• Reconceptualizing Organizational Routines as a Source of Flexibility and Change
• Exploration and Exploitation in Organizational Learning
• Psychological Contracts, Organizational and Job Commitment

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