Resources, Capabilities, and Routines in Public Organizations

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Resources, Capabilities, and Routines in Public Organizations

Please use this identifier to cite or link to this item: http://hdl.handle.net/10355/8911

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dc.contributor.author Klein, Peter G.
dc.contributor.author Mahoney, Joseph T.
dc.contributor.author McGahan, Anita M.
dc.contributor.author Pitelis, Christos
dc.date.accessioned 2010-10-26T20:18:26Z
dc.date.available 2010-10-26T20:18:26Z
dc.date.issued 2010
dc.identifier.citation Social Science Research Network, 2010. en_US
dc.identifier.uri http://hdl.handle.net/10355/8911
dc.description.abstract States, state agencies, multilateral agencies, and other non-market actors are relatively under-studied in strategic management and organization science. While important contributions to the study of public actors have been made within the agency-theoretic and transaction-cost traditions, there is little research in political economy that builds on resource-based, dynamic capabilities, and behavioral approaches to the firm. Yet public organizations can be characterized as stocks of human and non-human resources, including routines and capabilities; they can possess excess capacity in these resources; and they may grow and diversify in predictable patterns according to behavioral and Penrosean logic. This paper shows how resource-based, dynamic capabilities, and behavioral approaches to understanding public agencies and organizations shed light on their nature and governance. en_US
dc.language.iso en_US en_US
dc.publisher Social Science Research Network en_US
dc.relation.ispartof Contracting and Organizations Research Institute publications (MU) en_US
dc.subject.lcsh Corporate governance en_US
dc.subject.lcsh Expenditures, Public en_US
dc.title Resources, Capabilities, and Routines in Public Organizations en_US
dc.type Article en_US
dc.source.harvested Social Science Research Network Web site en_US
dc.relation.ispartofcommunity University of Missouri-Columbia. Contracting and Organizations Research Institute


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